NEOS A Customer-centric Transformation. Capital Markets Day, July 6th, Summary

Transcription

1 NEOS A Customer-centric Transformation Capital Markets Day, July 6th, Summary

2 Air Liquide proven agility and strengths to build on opportunities China Sales 16.4bn Hydrogen Electronics Home Healthcare Large Industries Sales 3.0bn Rise of Manufacturing Out of Hospital High-tech devices Cleaner fuels Developing economies Mid 1980s Early 1990s Mid 1990s Early 2000s Mid 2000s Early 2010s Mid 2010s 2

3 Airgas acquisition: a Major Step Change Sales Customer reach > 20bn +30% Customers x2 2 million Cylinders x2 22 million Larger base for value creation 3

4 A New Group CUSTOMER DIGITAL INNOVATION 4

5 Value Creation Through Integrated Model Customers & Patients E&C* Large Industries Industrial Merchant Electronics Healthcare Innovation *Engineering & Construction 5

6 Both Growth and Resilience Air Liquide Sales & OIR versus Worldwide Industrial Production over 10 Years (Base 100 in 2005) Worlwide IP* Sales OIR *Source: coe-rexecode 6

7 Solid Foundations, Unique Differentiating Factors Large Industries 50% more sales than #2 player > 30bn sales ensured with 15 years Take-or-Pay contracts #1 Industrial Merchant with High density: national market leader for >70% of sales #1 in e-commerce business #1 Electronics #1 in China Technical Leadership in Advanced Materials #1 Healthcare High density: >1.3 million patients Strong Home Healthcare geographical footprint (35 countries) Innovation/Global Markets & Technologies #1 in Advanced Technologies #1 in biomethane (purification, > 50 stations) Corporate Venture with portfolio of 25 startups Engineering & Construction Proprietary technologies and E&C capabilities 7

8 Air Liquide Ambition Lead our industry Deliver long-term performance Contribute to sustainability 8

9 Strategy: a Customer-centric Transformation For Profitable Growth over the Long-term Operational Excellence Selective Investments o Customer experience o Cost competitiveness o Aligned with Air Liquide new business profile Open Innovation Network Organization o Core o Disruptive o Digital workplace o Speed o Best practices 9

10 Majors trends 10

11 Major trends in a changing environment Waste management Energy and Global warming Sharing economy Environment Transition Moderate and balanced world growth Economic transition Rebalance of in China geopolitical powers Evolving energy economics Sustainability Rise of chronic diseases New distribution models Digitalization Value migration: rise of services Urbanization Low inflation and low cost of money Evolution of Healthcare systems Digitization War for talents Changes in Healthcare Rise of platforms in industries Customer experience and satisfaction Big Data Ageing population Health and wellness Transparency across the value train New purchasing behaviors Open innovation 11

12 Energy and Environment Transition Oxygen for energy efficiencies Hydrogen for clean fuel Photovoltaics LNG technologies Biogas Hydrogen mobility Emissions control Recycling 12

13 Digitization New ways of working e-commerce Supply Chain Efficiencies e-healthcare Smart & Innovative Operations (SIO) More Components Higher performance through Advanced Materials 13

14 Changes in Healthcare Medical gases for hospitals New geographies e-healthcare Disinfectants & antiseptics Home Healthcare services for chronic diseases Offer for Pharmaceuticals Food preservation 14

15 Our new company program for

16 Financial Objectives +6% to +8% CAGR (1) Efficiencies > 300m on average/year (2) + Airgas synergies >$300m >10% after 5-6 years Maintain A range rating (1) Including Airgas scope effect in 2017 contributing +2% to the CAGR (2) Over the period 16

17 Key Success Factors for Growth and Resilience IDEAL FOOTPRINT TO CAPTURE GROWTH WIDE AND STRONG CUSTOMER BASE BALANCED ACTIVITIES SOLID CONTRACT STRUCTURE Present in over 80 countries >50% of AL growth ( ) from top 10 growing economies Serving 90% of industrial segments 80% of top 50 customers are leaders in their market Sales 55% IP driven 45% other dynamics >50% annual sales secured as of January 1 st 17

18 Increased Customer Reach 1 million customers in 75 countries + 1 million customers in 1 country (USA) Field Sales Specialists Stores 850 Telesales Experts > 500 Digital Platform * Bulk and Specialty Gases, Safety, Construction, Weld Process, Healthcare & Life Sciences 18

19 Efficiencies Boosted by Digitization of Operations Reinforced Real-time Optimizations Higher Level of Remote Operation Predictive Maintenance Big Data Analytics >85% of LI units connected 14 Operation Control Centers worlwide Target zero unplanned shutdowns 1 billion of datapoints archived every day 19

20 Corporate Sustainability Objectives e.g. For better health Foster clean mobility Develop Healthcare For better environment e.g. Help customers lower GHG* emissions Grow with reduced carbon intensity e.g. Continue to improve Safety Do business responsibly Extend Air Liquide Foundation *GreenHouse Gas 20

21 NEOS Strategy: a Customer-centric Transformation Contribution to NEOS Customer Benefits Large Industries Industrial Merchant Healthcare Growth and cash Customer reach & competitiveness Expansion o Operational Excellence o Customer competitiveness o Proximity o Customer experience o Patient-centric services o Caring for more patients Electronics Premium value o Technology partner o Flawless reliability and quality Global Markets & Technologies New businesses o Innovation for energy transition o Customer needs anticipation

22 Relying on a New Balanced Mix 2020 Gas & Services Sales Geography Mix Activity Mix Asia-Pacific Middle-East & Africa Large Industries Europe Healthcare Industrial Merchant Americas Electronics 22

23 Leveraging on Digital New ways of working Managing assets and optimizing production & logistics Customer reach through e-commerce 23

24 Engaging the Whole Organization Network organization - 68,000 employees Hub 1 base Hub 20 clusters Hub Hub 24

25 NEOS A Customer-centric Transformation Capital Markets Day, July 6th, Summary