The need for action drivers of change

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1 The need for action drivers of change Rolf-Dieter Schwalb, Royal DSM The Prince s Accounting for Sustainability Project

2 Slide reference / courtesy: The Prince s Accounting for Sustainability Project (A4S) Major environmental & social trends Aging population Population growth Urbanization drive Sustainability concerns Healthcare issues Resources constraints Capital Individualization Less certainties Deforestation Water concerns Food Composition Energy concerns Wealth increase Shift in power Page 1

3 Slide reference / courtesy: The Prince s Accounting for Sustainability Project (A4S) Population growth and urbanisation Population in billions Urban developing Urban developed Rural Page 2

4 Slide reference / courtesy: The Prince s Accounting for Sustainability Project (A4S) Global economic power is shifting Top 10 economies by GDP in 2050 Page 3

5 Slide reference / courtesy: The Prince s Accounting for Sustainability Project (A4S) Middle class China& India will be biggest consumers Page 4

6 Slide reference / courtesy: The Prince s Accounting for Sustainability Project (A4S) At current population growth, we ll need by 2030: 50% more energy 50% more food 30% more water Global population growing at a rate of ~ 80 million per year Page 5

7 Slide reference / courtesy: The Prince s Accounting for Sustainability Project (A4S) The perfect storm? Population Growth Biodiversity Loss Poverty Gaps Deforestation Security Resource shortages Page 6

8 Slide reference / courtesy: The Prince s Accounting for Sustainability Project (A4S) Water stress 2050 projection Source: Centre for Environmental Systems Research, University of Kassel Page 7

9 Slide reference / courtesy: The Prince s Accounting for Sustainability Project (A4S) Massive transformation needed Global losses as % of GDP Page 8

10 Sustainability driving profitable growth Rolf-Dieter Schwalb, Royal DSM The Prince s Accounting for Sustainability Project

11 DSM at a glance * Sales ~ 10 billion EBITDA ~ 1.3 billion Global presence ~24,500 employees worldwide Listed at Euronext NYSE Share price quintupled in 25 years Sustainability leader Top ranking Dow Jones Sustainability Index DSM is a global Life Sciences and Materials Sciences company active in health, nutrition and materials DSM delivers innovative solutions that nourish, protect and improve performance in global markets such as food and dietary supplements, personal care, feed, medical devices, automotive, paints, electrical & electronics, life protection, alternative energy and bio-based materials * 2013 numbers total DSM Page 10

12 Building on an impressive history Hoffman La Roche s Vitamins (1930s) Gist-Brocades (1869) DSM (1902) Chemical synthesis & biotechnology Life Sciences Biotechnology Materials Sciences Energy, chemistry & polymer technology Vitamins Omega s Carotenoids Premixes for food & feed Enzymes Minerals Cultures & Yeasts Nutraceuticals Pharmaceuticals Cellulosic bioethanol Biomedical materials Bio-plastics High Performance Plastics Polyamides and precursors Resins for coatings and composites Functional Materials Solar advanced surfaces Page 11

13 Significant value creation by portfolio transformation Mid-year share price** Mid-year Enterprise Value*** bn 5.8bn 6.6bn 6.0bn 11.6bn * Core is pro-forma split after deconsolidation of polymer intermediates and composite resins ** Source: Bloomberg; Share price restated for split 3:1 in 1999 and 2:1 in 2005 *** Source: Bloomberg; for 1995 and 2000 EV is year-end (no mid-year EV available in Bloomberg) Page 12 12

14 Higher quality earnings & dividends Development of profit / EBITDA ( m) * Dividend per ordinary share ( ) Stable preferably rising dividend for DSM s shareholders * 2013 EBITDA from continuing activities only Page 13

15 Megatrends more significant than ever for DSM Health & Wellness Global Shifts Climate & Energy Aging population Healthcare issues Food composition Health Population growth Urbanization drive Wealth increase Nutrition Sustainability concerns Resources constraints Energy concerns Materials DSM well positioned to capitalize on key megatrends Page 14

16 DSM in motion: driving focused growth Creating sustainable value along all growth drivers Page 15

17 DSM has become truly global Increase in % of sales to High Growth Economies* 22% 32% 43% Q3 Future economic growth mainly driven by HGEs DSM will continue to expand presence in HGEs (incl. Africa) driving growth from these regions Well positioned to capture global growth including High Growth Economies * YTD Q numbers Page 16

18 Innovation driving higher growth and margins DSM strongly committed to innovation in existing businesses as well as in emerging business platforms Good progress achieved: Sales from innovative products / solutions, introduced over last 5 years, account for 18% of sales YTD Q3 14 (target 20%) o Nutrition at 17%, Performance Materials at 24% Three emerging business platforms (EBAs) established DSM s FERMENTATIVE STEVIA Sustainable innovations in existing businesses are delivering higher growth and >5% higher gross margins Improving financial performance through a younger, greener portfolio Page 17

19 Sustainability is a strong business driver YTD Q3 14 ECO+ sales slightly above 45% Well on track towards 2015 aspiration of 50% More than 90% of DSM s innovation pipeline is ECO+, strongly driving a greener portfolio ECO+ sales have grown ~10%/year since 2010 ECO+ sales have significantly higher contribution margins versus non-eco+ sales People+: DSM at the forefront of a new methodology to measure impact of products on people s life, creating credibility and transparency Bio-based Coating Resins Sustainable solutions delivering higher growth and higher margins Page 18

20 Sustainable value creation for all stakeholders People Planet - Profit People+: Product solutions creating measurable better impact on people s live than competing alternatives ECO+: Product solutions creating more value with less environmental impact than competing alternatives Our mission is to create brighter lives for people today and generations to come Page 19

21 ECO+ as business driver in Materials Akulon : Oil Pan Trends Quest for low fuel consumption and thus lower CO 2 emissions System cost optimization Peugeot 508 with oil pan in Akulon PA6 Reducing weight, cost and CO2 reduction Bright Science More design freedom (vs steel and alu) Similar noise levels (as silent as steel) Less weight & lower system costs (vs metal) Brighter Living Lower weight (vs metal) = less fuel Consumption = lower (CO 2 ) emissions Better ECO/carbon footprints Page 20

22 People+ as business driver: Optimized Vitamin-D ~200 million women worldwide suffer from osteoporosis Worldwide, an osteoporotic fracture occurs every 3 seconds, a vertebral fracture every 22 seconds Hip and vertebral fractures have cost-intense medical implications Optimized vitamin-d reduces number of fractures by 20% The US as example: through vitamin D supplementation among all women over 55 years with osteoporosis, up to US$ 1.5 billion in savings per year could be realized, of which: US$ 1.9 billion in avoided healthcare costs (medical & therapeutical costs)* US$ 350 million required in supplementation costs (including vitamin D) Improving lives & reducing costs with sustainable nutritional solutions * Source: US Health Care Costs Page 21

23 Sustainable partnerships to combat malnutrition Offering tailored nutritional solutions to fight hunger and malnutrition around the world DSM - UN World Food Program partnership strengthened to combat global malnutrition: double number of beneficiaries to 30 million per year by 2015 DSM is engaged in various nutrition partnerships, including: Scaling Up Nutrition movement (SUN), US Agency for International Development (USAID), Mercy Corps food cart social enterprise KeBAL, World Vision International, Partner for Food Solutions DSM also supports healthier diets in the Western world by its increasing awareness, innovations, etc. People, Planet, Profit: We cannot be successful in a world that fails Page 22

24 Sustainability anchored in Short Term Incentives 50% Financial Goals 20% EBITDA 15% Gross Free Cash Flow 15% Net Sales Growth 50% Sustainability & Individual Goals 10% Eco+ products 10% Safety 10% Employee Engagement Index 20% Individual: Quantitative & Qualitative Measures Financial Threshold Minimum performance threshold for STI payout (set annually by Supervisory Board) Page 23

25 As well as in Long Term Incentives Management 50% Financial Goals 25% Total Shareholder Return 25% Return on Capital Employed (ROCE) 50% Sustainability Goals 25% Green House-Gas Emissions (GHGE) reductions 25% Energy Efficiency Improvement (EEI) Page 24

26 Wrap-up DSM s growth strategy driven by megatrends Sustainability is anchored in DSM s strategy Sustainability & sustainable innovations are strongly contributing to DSM s sales and profit growth: sustainability as a profit driver Contribution to sustainability (ECO+, People+) are measured over the total supply/value chain and life cycle Both financial and sustainability targets are included in managements short term and long term incentives Contributing to a brighter world, passionate & engaged employees, higher & sustainable returns and happy shareholders Page 25

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