NORDEX SE CAPITAL MARKETS DAY 2014

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1 NORDEX SE CAPITAL MARKETS DAY 2014 Hamburg, September 24, 2014

2 AGENDA 1. Introduction 2. The story at a glance 3. Phase I ( ) Restructuring and Turnaround 4. Phase II ( ) Profitability Improvement 5. Financial targets Summary Capital Markets Day 2014 Nordex SE Hamburg JZE 2

3 (1) INTRODUCTION Strategy implementation 2015: Nearly all targets reached one year early Turnaround (Phase I) successfully managed delivered as promised Start of Phase II: Stronger focus on margin improvement Underlying measures for all main functions defined and partly initiated Financial targets 2017: Sales EUR 2bn EBIT 7-8% Positive FCF Capital Markets Day 2014 Nordex SE Hamburg JZE 3

4 AGENDA 1. Introduction 2. The story at a glance 3. Phase I ( ) Restructuring and Turnaround 4. Phase II ( ) Profitability Improvement 5. Financial targets Summary Capital Markets Day 2014 Nordex SE Hamburg JZE 4

5 (2) NORDEX ACHIEVEMENT: A SUCCESSFUL RESTRUCTURING AND A STRONG RECOVERY PHASE Starting point: Nordex Performance and 2015 target Phase 1 Highlights EBIT-margin Revenues 1.1 1, Restructuring phase completed Successful turnaround Good momentum, 3.5% 4.0% 3.0% 4-5% 5% positive outlook 2014 Margin improvement potential evident 2009 Phase % % E target 2015 (published in 2012) We reached most of our targets a year early Capital Markets Day 2014 Nordex SE Hamburg JZE 5

6 (2) CHANGE OF PRIORITIES: FROM STRONG TOP-LINE GROWTH TO FOCUS ON PROFITABILITY Phase 1: Reaching critical top-line (Revenues in bn EUR) Phase 2: Margin improvement (EBIT margin in %) ~ , % 4-5% E 2014E E Capital Markets Day 2014 Nordex SE Hamburg JZE 6

7 (2) KEY TARGETS OF OUR 2017 STRATEGY Sales growth to EUR 2bn Minus 12-15% in LCoE EBIT to 7-8% Capital Markets Day 2014 Nordex SE Hamburg JZE 7

8 (2) FURTHER MARGIN IMPROVEMENT POTENTIAL Levers for Profitability Increase Improved product rampup Levers Order execution improvement 2/3 addressable by 2017 Implementation of new processes Cost savings in production, procurement 7-8% Product development Limited top-line 4.5% growth in order to improve processes further and grow more profitably EBIT H1/2014 Margin potential Best Case EBIT 2017E The next level Targets which were not fully reached in `phase 1` will be addressed in the 2nd phase Capital Markets Day 2014 Nordex SE Hamburg JZE 8

9 (2) MAIN FOCUS AREAS OF THE NEW STRATEGY PROFITABLE GROWTH HIGH VALUE PRODUCTS PROJECT DRIVEN COMPANY BUSINESS MODEL EXPANSION Capital Markets Day 2014 Nordex SE Hamburg JZE 9

10 (2) SUMMARY COMPETITIVE PRODUCTS SUCCESSFUL SALES & SERVICE STRATEGY SOUND FINANCIALS Next LEVEL: CUSTOMER-FOCUSSED PROCESS INNOVATION Capital Markets Day 2014 Nordex SE Hamburg JZE 10

11 AGENDA 1. Introduction 2. The story at a glance 3. Phase I ( ) Restructuring and Turnaround 4. Phase II ( ) Profitability Improvement 5. Financial targets Summary Capital Markets Day 2014 Nordex SE Hamburg BSC 11

12 (3) LOOKING BACK TO 2011 Situation in Sales <1bn: Far away from critical company size 2 No top competitive products in the market 3 Significant global production overcapacities Nordex Strategy Capital Markets Day 2014 Nordex SE Hamburg BSC 12

13 (3) THE STRATEGY IN PHASE 1 Strategy Framework Capital Markets Day 2014 Nordex SE Hamburg BSC 13

14 (3) PHASE I ( ): OVERVIEW Key strategy areas identified in 2012 Focused sales and service strategy Improved operational excellence Reductions in cost of materials Development of excellent products and launch of Generation Delta Finalize restructuring in the US and in China Financial stability Main Financial targets CMD 2012 CMD 2013 Current Guidance Timeframe Order Intake - EUR 1.5bn EUR bn Sales EUR 1.5bn EUR 1.5bn EUR bn Gross margin 25% 25% 22-23% EBIT margin 5% 5% 4 5% CAPEX EUR 50m EUR 60-70m EUR 80m W/C ratio 10-15% <10% <5% FCF neutral neutral Operating CF positive Capital Markets Day 2014 Nordex SE Hamburg BSC 14

15 (3) PHASE I: MARKETS & CUSTOMERS Significant order intake growth +35% 2012->2014E Successful market entrance in 5 markets: Finland 20% of total OI Lithuania Double digit onshore market shares: Turkey: 25% UK: 14% EMEA 10.5% Pakistan South Africa Uruguay France: 13% Remarkable comeback in Germany GER 8% (+4ppt) Service quality and contract renewal rate significantly improved 90% Premium New contracts Capital Markets Day 2014 Nordex SE Hamburg BSC 15

16 (3) PHASE I: PRODUCT DEVELOPMENT Decision early 2012: Focus onshore - no entry offshore Shorter innovation cycles: new product every months P t Delta Generation: Competitive product portfolio in all wind classes 400 MW sold Benchmark WTG in low wind class N117/2400 turbine of the year 2013 in IEC 3 class 50% N117/2.4 of total OI 2014e N131/3000 to continue N117/2400 success story for light wind sites AEP +23% vs. N117/2.4 Capital Markets Day 2014 Nordex SE Hamburg BSC 16

17 (3) PHASE I: MATERIAL COSTS & OPERATIONAL EXCELLENCE CoRe 15 Target cost Gamma almost met, Delta ramp-up not yet at target cost level High towers & NR 58.5 cost reduction delayed Gross Margin 22-23% Significant reduction of working capital ratio Down to -1.4% Order execution significantly improved for Gamma projects; Delta not yet at target cost level CM add +1% achieved +60% WTG installed 2014 vs Capital Markets Day 2014 Nordex SE Hamburg BSC 17

18 (3) PHASE I: RESTRUCTURING & FINANCING Restructuring completed in Europe*, China and US Ramp down Yinchuan, Dongying, Jonesboro Structural costs - 25% EU* - 40% US - 60% CN Strengthened balance sheet 10% new shares issued Sound equity ratio Net liquidity 73.5m capital increase Equity >30% Net cash** EUR 214m Successful refinancing Optimized syndicated loan guarantee facility R&D loan from EIB 550m + 100m financing secured interest rates reduced * Cost cutting in 2011 ** as of 30/6/2014 Capital Markets Day 2014 Nordex SE Hamburg BSC 18

19 (3) 2014 PERFORMANCE CLOSE TO 2015 TARGETS Major KPIs Guidance 2014e 2015 targets* Order intake: EUR bn EUR 1.5 bn Sales: EUR bn EUR 1.5 bn Gross margin: 22% - 23% 25 % EBIT-margin: 4% - 5% 5% Operating cash flow: Positive Positive Working capital ratio: <5% <10% CAPEX: EUR 80 m EUR m Share price performance (indexed) * published in Nordex TecDAX RENIXX Capital Markets Day 2014 Nordex SE Hamburg BSC 19

20 AGENDA 1. Introduction 2. The story at a glance 3. Phase I ( ) Restructuring and Turnaround 4. Phase II ( ) Profitability Improvement 5. Financial targets Summary Capital Markets Day 2014 Nordex SE Hamburg LBK 20

21 (4) PHASE II: FROM TURNAROUND TO PROFITABILITY Phase I ( ) New strategy Reorganisation but also Growth above plan R&D invest. Phase II ( ) Moderate but more profitable growth EBIT margin: 1%* 4% - 5% 7% - 8% Turnaround management Margin improvement Profitable niche player * 2012: before one-offs Capital Markets Day 2014 Nordex SE Hamburg LBK 21

22 (4) PHASE II: WHAT REMAINS AND WHAT IS NEW What remains... Focused sales & service strategy with ~20 focus markets and the potential to enter up to two new (emerging) markets per year Continue operational excellence and Core 15 programmes to increase margin quality (resolve new issues, which emerged during the period of high growth) R&D work and investment to reduce levelized cost of energy What is new... Whole project approach thinking in terms of ~100 projects a year instead of ~600 nacelles a year Additional differentiation and offering of customized solutions Leverage learning curve effect from recent growth phase to further improve operational excellence Capital Markets Day 2014 Nordex SE Hamburg LBK 22

23 (4) PHASE II: MAIN FACTORS WHICH WILL DRIVE MARGIN IMPROVEMENT I. Profitable growth Sales strategy Strengthened service business Continuous business model review II. High value products LCoE-reduction driven product strategy Cost down culture & discipline Reinforced technology development III. Project driven company Business process alignment and process data management Order execution excellence Product development process Capital Markets Day 2014 Nordex SE Hamburg LBK 23

24 (4) FACTOR I: PROFITABLE GROWTH I. Profitable growth Sales strategy Strengthened service business Continuous business model review II. High value products LCoE-reduction driven product strategy Cost down culture & discipline Reinforced technology development III. Project driven company Business process alignment and process data management Order execution excellence Product development process Capital Markets Day 2014 Nordex SE Hamburg LBK 24

25 (4.1) ONSHORE GROWTH NORMALIZES Market outlook (onshore installations, excl. China) High growth markets (onshore installations, Nordex focus/interest) GW / CAGR 30.4 GW 32.2 GW Netherlands % Japan % Saudi Arabia Finland Norway Greece Pakistan n/a 9.8% 54.0% 20.1% 12.2% Spain Belgium % 12.2% Source: MAKE Consulting, Market Update Q Thailand 0.9 n/a More sales Nordex to mix business in primarily European focus markets with selected high growth markets Capital Markets Day 2014 Nordex SE Hamburg LBK 25

26 (4.1) UNWAVERING SUPPORT FOR WIND IN GERMANY Onshore is the backbone of the Energiewende S. Gabriel* in MW new onshore rep onshore offshore Source: VDMA/BWE, MAKE Consulting, Market Update Q *Minister for Energy & Economic Affairs Germany cap onshore Highlights of the expected development in Germany Government remains committed to the Energiewende Developer/investor visibility improved with new legislation Record installations in 2014 Repowering excluded from the cap of 2,500 MW/p.a. Changes to tender markets in 2017/19 More potential in Germany The important German home market will remain stable product portfolio increasingly competitive Capital Markets Day 2014 Nordex SE Hamburg LBK 26

27 LEVERS (4.1) NORDEX EXPECTS TO OUTPACE THE MARKET Expected Nordex order intake (mn EUR) Growth drivers More sales with current customer base Penetrate selected growth markets Opportunities with big IPP/utility groups More business in Germany post EEG2.0 *global onshore only, excl. China; Source: Nordex, MAKE Leverage new business momentum to grow service (long-term and deep scope) Successful small enough big enough market position Strong product portfolio Customization to drive customer value Sales strategy Measures to continue growth track identified and partially implemented Capital Markets Day 2014 Nordex SE Hamburg LBK 27

28 (4.1) STRENGTHENING THE SERVICE BUSINESS Situation Business shifts to Premium (>90%+) Scopes get longer and deeper High renewal rates Classical repair business losing significance Challenges Improving the profitability of Premium contracts Developing on-top-of- Premium service offering Measures Continue efficiency improvement and cost reduction measures Continue development of after-sales portfolio Leverage in-depth data analysis to drive WTG performance Service business Service profitability to increase by means of Premium contracts and on-top-of- Premium offering Capital Markets Day 2014 Nordex SE Hamburg LBK 28

29 (4.1) FURTHER IMPROVEMENT OF THE SALES STRATEGY Pricing excellence Tap new customer segments Customization Selected growth markets (1-2 p.a.) Value through scope (turnkey) Successful big enough-small enough market position Profitable growth Monetization of product driven LCoE gains Service opportunities through Premium business Continue and sharpen successful sales and service strategy Established position plus new initiatives will allow Nordex to grow profitably Capital Markets Day 2014 Nordex SE Hamburg LBK 29

30 (4.1) PREPARING FOR UPCOMING MARKET DEVELOPMENTS Since 2012 Trend towards auction systems / tenders in emerging markets (e.g. Brazil, RSA, Uruguay) Local content requirements in emerging markets (e.g. Brazil, Turkey, RSA) Introduction (Italy) or discussion (Germany, Poland) about tender systems in Europe PV pilot project in Germany for tendering initiated for 2015 Recent EU state aid guideline favours market based systems Nordex Preparing for new services (supporting Nordex customers to meet entry requirements) Leverage the finance vehicle established in 2012 (six projects sold by end of 2014e) New business In preparation phase but limited P&L effects expected by 2017 Capital Markets Day 2014 Nordex SE Hamburg LBK 30

31 (4) FACTOR II: HIGH VALUE PRODUCTS I. Profitable growth Sales strategy Strengthened service business Continuous business model review II. High value products LCoE-reduction driven product strategy Cost down culture & discipline Reinforced technology development III. Project driven company Business process alignment and process data management Order execution excellence Product development process Capital Markets Day 2014 Nordex SE Hamburg JZE 31

32 (4.2) FURTHER OPTIMISATION OF THE LEVELIZED COST OF ENERGY II. Efficient products Competition of other technologies Competition wind Levelized cost of energy (LCoE) Continuous technological improvement Target costing Market development Technology development Due to competition and the need for grid parity... reduction of levelized cost of energy (LCoE) is key to ensure short term competitiveness & long term viability of onshore wind Capital Markets Day 2014 Nordex SE Hamburg JZE 32

33 (4.2) LCOE REDUCTION GUIDES OUR PRODUCT STRATEGY II. Efficient products LCOE [EURct/kWh] Cost Down Value up Today Factors to drive down LCoE in the mid-term Value up developments Cost down efforts (e.g. new IEC III WTG N131/3000) (e.g. establishment of Blade Center & integrated strategy) Capital Markets Day 2014 Nordex SE Hamburg JZE 33

34 (4.2) CURRENT EXAMPLE VALUE UP: N131/3000 AS NEW BENCHMARK FOR IEC III SITES II. Efficient products Highlights Larger swept area, stronger rated output Increased annual energy production (+ 21% - 28%; depending on wind speed; hub height*) Reduction of the noise level by 11%** or 2 db(a) lower than average IEC 3 WTGs** *compared to N117/2400 on similar sites / ** N131/3000-R99 compared to current IEC3 class turbines with rotor >110mdiameter >110m Capital Markets Day 2014 Nordex SE Hamburg JZE 34

35 (4.2) ALL R&D EFFORTS MUST RESULT IN LOWER LCOE II. Efficient products Value Up Development and launch of efficiency packages over the product lifecycle Product modifications focused on most relevant market segments Customized solutions for LCoE optimization of whole wind farms ( project driven company leveraging Nordex onshore know how in siting, layout, design & financing) Cost Down Finalization of Core 15 programme design changes kicking in Revamped cost down effort including target costing for Delta platform Realize cost savings (high towers, new blade types) by increasing in-house capabilities Technology development Utilization of results from current technology developments in Value Up developments e.g. control and blade innovations Start of additional predevelopment projects on the road to grid parity (focus on high towers, next generation blades & controls) Capital Markets Day 2014 Nordex SE Hamburg JZE 35

36 (4) FACTOR III: PROJECT DRIVEN COMPANY I. Profitable growth Sales strategy Strengthened service business Continuous business model review II. High value products LCoE-reduction driven product strategy Cost down culture & discipline Reinforced technology development III. Project driven company Business process alignment and process data management Order execution excellence Product development process Capital Markets Day 2014 Nordex SE Hamburg BSC 36

37 (4.3) A PROJECT DRIVEN COMPANY I. Change in mindset Windfarm Windfarm Windfarm Windfarm ~600 nacelles per year ~100 projects per year Capital Markets Day 2014 Nordex SE Hamburg BSC 37

38 (4.3) OVERVIEW: PROJECT DRIVEN COMPANY Issues Today Processes designed for standard manufacturing & delivery, not custom projects Need for business process alignment Manual efforts in product development process for series ramp up Order execution needs further improvement Conclusion: Higher efficiency required Action Areas Quick win: Expand quality expediting & PM involvement Improve product development process Long term: Build a Nordex process infrastructure Pilot project: Product Data Management Goal State Total customer orientation Project driven company with end-toend processes We are currently doing ~100 successful individual projects p.a. Capital Markets Day 2014 Nordex SE Hamburg BSC 38

39 AGENDA 1. Introduction 2. The story at a glance 3. Phase I ( ) Restructuring and Turnaround 4. Phase II ( ) Profitability Improvement 5. Financial targets Summary Capital Markets Day 2014 Nordex SE Hamburg BSC 39

40 (5) MODERATE SALES GROWTH WITH STRONG FOCUS ON PROFITABILITY AND WORKING CAPITAL Overview of the medium-term targets 2017 Sales EUR 2.0 bn Gross margin 26 % EBIT margin 7% - 8% Net finance expense %* W/C ratio 5% CAPEX ~ 60 mn Free Cash flow Positive * Net finance expenses as a % of sales Capital Markets Day 2014 Nordex SE Hamburg BSC 40

41 (5) TARGETED SALES GROWTH AHEAD OF GROWTH RATES IN NORDEX FOCUS MARKETS Sales development p (in EUR m) +8% CAGR ~2,000 Main Drivers Improved product mix, esp. increased sales of N131/3000 1,500 1,600 New markets e.g. Chile, Lithuania 1,429 Deeper penetration of focus markets with customized offers 1,075 Service sales will grow above average by 10-15% p.a. Evaluation and implementation of new business opportunities around service and project development (e.g. repowering, finance solutions) e 2017p Capital Markets Day 2014 Nordex SE Hamburg BSC 41

42 (5) FURTHER GROSS MARGIN IMPROVEMENT NEEDED TO INCREASE OVERALL PROFITABLITY Gross margin development p (in %) Main Drivers %pts. ~26 Gross margin behind 2015 targets due to Generation Delta ramp-up and new blade strategy CORE 15 cost savings programme remains in place until end of 2015 Improvement through: Finalizing CORE 15 and reaching target costs for Generation Delta Further improvement in order execution and product ramp-up through a process-driven company culture Ramp-up of own blade factory Further cost measures (e.g. towers) e 2017p Capital Markets Day 2014 Nordex SE Hamburg BSC 42

43 (5) PROFITABILITY IMPROVEMENT IS THE MAIN TARGET FOR THE UPCOMING YEARS EBIT margin* development p and EBIT bridge 2014e 2017p Main Drivers 3-4%pts 7-8% Gross margin improvement Improved product mix, esp. higher share of Generation Delta 4-5% Ongoing focus on high-margin service business Blade strategy underway 3.1% Order execution improvement Improvement in product ramp-up 1.3%** Structural costs will increase but at a lower rate than sales e 2017p *EBIT margin based on sales / **2012 before one-off items; -5.7% after one-off items Capital Markets Day 2014 Nordex SE Hamburg BSC 43

44 (5) REDUCED FINANCE EXPENSES WILL IMPROVE THE EBT SIGNIFICANTLY BY 2017 Development of the net finance result as a % of sales p (in %) Main Drivers 2.2% Improved conditions following the refinancing in 2013/14 1.8% Nordex fully financed until % Repayment of corporate bond (EUR 150 mn) in 4/2016 secured by EUR 100 mn EIB loan % e 2017p Capital Markets Day 2014 Nordex SE Hamburg BSC 44

45 (5) INVESTMENT PEAK IN 2014 NORMALIZATION EXPECTED FOR UPCOMING YEARS WITH CLEAR R&D FOCUS Capex development p (in EUR m) Main Drivers -25.0% ~60 Significant capitalized R&D expenditure despite restructuring in 2012/13 in order to stay competitive and prepare for profitable growth Investment peak in due to Delta ramp up, implementation of new blade strategy including ramp up of the Rostock facility as lead factory Normalization in 2016 ff. with a focus on R&D, IT and maintenance e 2017p Capital Markets Day 2014 Nordex SE Hamburg BSC 45

46 (5) CONTINUING FOCUS ON WORKING CAPITAL MANAGEMENT TO KEEP THE W/C RATIO AT A LOW LEVEL Development of the working capital ratio e (in % of expected sales) Target end of the year Swing during the year Main Drivers 8.7 Working capital ratio decreased from >35% in mid 2010 to below 0% in mid 2014 <5.0 <5.0 Ongoing working capital management by the GPO organisation 2.2 Swings are unavoidable in project business but the target is to stay well below 5% to support the FCF targets e 2017p Capital Markets Day 2014 Nordex SE Hamburg BSC 46

47 (5) MODERATE SALES GROWTH WITH STRONG FOCUS ON PROFITABILITY AND WORKING CAPITAL Overview of the medium-term targets 2017 Sales EUR 2.0 bn Gross margin 26 % EBIT margin 7% - 8% Net finance expense %* W/C ratio 5% CAPEX ~ 60 mn Free Cash flow Positive * Net finance expenses as a % of sales Capital Markets Day 2014 Nordex SE Hamburg BSC 47

48 AGENDA 1. Introduction 2. The story at a glance 3. Phase I ( ) Restructuring and Turnaround 4. Phase II ( ) Profitability Improvement 5. Financial targets Summary Capital Markets Day 2014 Nordex SE Hamburg JZE 48

49 (6) SUMMARY: OUR STRATEGY Phase 1 of Nordex Strategy: Nearly all targets reached a year ahead of schedule We see potential for further margin expansion in our business The main levers for margin improvement are measures we can take ourselves We have a clear plan, which we have already begun to implement Capital Markets Day 2014 Nordex SE Hamburg JZE 49

50 (6) SUMMARY: OUR BUSINESS PERFORMANCE Order intake momentum remains strong order backlog covers business till mid 2015 Product portfolio up to date leading position in IEC 3 thanks to N117/ N131/3000 Nordex fully financed until 2017 Focus on moderate growth (revenues EUR 2 bn) and increased profitability (7-8% EBIT margin) by 2017 Capital Markets Day 2014 Nordex SE Hamburg JZE 50

51 ... AND FINALLY... : Enjoy the evening take the opportunity to have a nighttime view of the four Nordex turbines in the harbour and have a chat with our: Board IR Team Sales Team Product Management Experts Customers Thanks for joining our CMD 2014 Capital Markets Day 2014 Nordex SE Hamburg JZE 51

52 DISCLAIMER This presentation was produced in September 2014 by Nordex SE solely for use as a source of general information regarding the economic circumstances and status of Nordex SE. It does not constitute an offer for the sale of securities or an invitation to buy or otherwise acquire securities in the Federal Republic of Germany or any other jurisdiction. In particular it is not intended to be an offer, an investment recommendation or a solicitation of an offer to anyone in the U.S., Canada, Japan and Australia or any other jurisdiction. This presentation is confidential. Any reproduction or distribution of this presentation, in whole or in part, without Nordex SE s prior written consent is expressly prohibited. This presentation contains certain forward-looking statements relating to the business, financial performance and results of Nordex SE and/or the industry in which Nordex SE operates, these statements are generally identified by using phrases such aim, anticipate, believe, estimate, expect, forecast, guidance, intend, objective, plan, predict, project, and will be and similar expressions. Although we believe the expectations reflected in such forward-looking statements are based upon reliable assumptions, there are prepared as up-to-date and are subject to revision in the future. We undertake no responsibility to update any forwardlooking statement. There is no assurance that our expectations will be attained or that any deviations may not be material. No representation or warranty can be given that the estimates, opinions or assumptions made in, or referenced by, this presentation will prove to be accurate. Capital Markets Day 2014 Nordex SE Hamburg

53 THANK YOU FOR YOUR ATTENTION. Nordex SE Ralf Peters Oliver Kayser Head of Corporate Communications Investor Relations Manager Langenhorner Chaussee 600, Hamburg, Germany Phone: +49 (0) Fax: +49 (0) NDX1 ISIN: WKN: DE000A0D6554 A0D655 Capital Markets Day 2014 Nordex SE Hamburg

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