Chasing growth in a constrained environment

Transcription

1 Chasing growth in a constrained environment Bernard Fontana CEO June 14, 2012

2 Agenda 1 Drivers of demand growth 2 Allocating the asset footprint according to demand 3 Growth from customer excellence & cost leadership 4 Putting it all together into the ROIC 2

3 Strong fundamental global growth drivers Long term population growth (billion) E 2050E Mature regions - urban Mature regions - rural Emerging regions - urban Emerging regions - rural Mid-term GDP development Emerging markets drive the global population growth Strong trend towards global popurbanization GDP growth heavily driven by emerging markets Wealth is increasingly recorded in emerging markets Source: United Nations (World Urbanization Prospects & World Population Prospects 2011) / IMF (World economic outlook 2012) 3

4 Demographics positively impact economic structures and demand Stationary Developing Mature Ageing High fertility rate Falling fertility rate Negative fertility rate Shrinking active population High youth base Declining youth base Youth ~ retirees Youth < retirees Working age (15 64) / Total population 70% 50% Niger Low demand Low savings Lacking investments Ethiopia Nigeria China Brazil Thailand Mexico Chile Argentina Indonesia Philippines India Increasing demand Growing savings rate Increasing investments Switzerland USA Spain Germany Russia Canada France Italy Japan Mass consumption High savings rate Peaking investments Softening demand outlook Declining savings rate Refurbishment Time High level of people below 15 years High level of people above 64 years Source: United Nations (World Urbanization Prospects & World Population Prospects, 2011) 4

5 By 2020 the global construction market is expected to have grown by 67% Largest construction markets in 2010 Largest construction markets in 2020E Others (Mature & Emerging Markets) 23% China 15% Others (Mature & Emerging Markets) 24% China 21% US 14% Mexico 2% S. Korea 2% Brazil 2% Indonesia 3% Australia 3% Japan 9% UK 3% Italy 3% India 5% Spain 4% France 4% Canada 4% Germany 4% Mature markets + 67% Mexico 2% Russia 2% Brazil 2% UK 2% Italy 2% Spain 2% Australia 3% Germany 3% US 15% India 7% France 3% Canada 3% Japan 6% Indonesia 3% Emerging markets In 2010 the global construction market was valued at around USD 7 trillion Mature markets outweigh emerging markets Source: Global Construction 2020 (Oxford Economics, 2011) In 2020 the global construction market is expected to reach some USD 12 trillion Emerging markets outweigh mature markets 5

6 CHF 14.4 billion expansion capital allocated and capacity increased by 78% to meet demand Capital expenditures (CHF m) Production capacity cement (mt) 5' ' ' ' ' Maintenance (CHF 11.6 bn) Expansion (CHF 14.4 bn) Europe North America Latin America Africa Middle East Asia Pacific Growth generated by a strong global strategic footprint allocated according to demand Between Q and 2015 a pipeline of 12 million tonnes of net new capacities to be commissioned (Capex of CHF 2.5 bn) 6

7 Driving additional growth through customer excellence Customer focus Value management Pricing policies Marketing and sales Value Proposition: Customer Excellence - creation & capture of demand through advice & service Additional operating profit (CHF m) Customer value management Value expansion An increasingly targeted use of push factors to result in pull factors driving both growth and profitability and an increasing return on invested capital 7

8 Customer Excellence Example F2R in India As a part of our premium product strategy, ACC has set an objective to enhance F2R (Foundation To Roof) sales from starting level of ~2% to a level of ~10% of total sales in India Dealers identified and being converted to F2R shops across prioritized markets in the sales units F2R value proposition and communication workshops based on the QSPV (Quality, Service, Product, Value) model have been conducted A detailed F2R pitch book has been developed, and every dealer outlet and customer service outlet will carry one copy as a reference point for a common set of communications on the value proposition of F2R 8

9 Customer Excellence Example Tailor made Premium Products in India FASTER - Initial setting Time STRONGER 1-day strength MPa. FOREVER - Dense and durable concrete with improved workability With a package of Services Coastal weather is very Corrosive Coastal+ Protects against Chloride and Sulphate attacks and enhances Durability RCPT test proves this 9

10 Driving profit growth through cost leadership Energy and AFR Additional operating profit (CHF m) Logistics Procurement Value Proposition: Cost Leadership - Optimization of cost base Fixed cost Cost management Value expansion A thorough analysis of the asset base, energy and AFR, logistics and procurement reduces costs while increasing efficiency and return on invested capital 10

11 Driving cash flow growth through continued efficiency increases Net working capital / sales Inventory Receivables Payables Value Proposition: - Efficiency improvements Efficiency management Value extraction A thorough analysis and increased efficiency of the net working capital allows to extract value and hence adds to an increased return of invested capital 11

12 Freeing, generating, allocating and leveraging capital growing the return on investments Customer Excellence Cost Leadership Identification & analysis Cost / tonne -20% Working capital Selective divestments value enhancing investment opportunities more for less Generate & free capital Allocate capital Lever capital The continued focus on sources of capital offers the platform to allocate capital for value enhancing investment opportunities that - levered optimally - grant more returns for less capital => Reduce total cost of ownership 12

13 Generating and developing leaders through our five priorities will ensure sustainability of the gains Leadership Development be a top company for leaders Global Mobility ensure the right people are in the right jobs Safety = A License to Lead the journey to zero harm Commercial Excellence align training and incentives of our sales staff Performance Improvement plan, measure and benchmark workforce 13

14 Growing ROIC through different levers Internal External Customer Excellence + Cost Leadership NWC improvement Selective divestments Investment efficiency + Market growth ROIC Combining these three levers of growth Holcim is able to capture the market growth, the growth coming from customer excellence and in addition the growth coming from cost leadership and efficiency improvements that together result in a considerable increase of ROIC 14

15 Contact information and event calendar Contact information Event calendar Bernhard A. Fuchs Binit B. Sanghvi John M. Feigl Investor Relations Phone Fax Mailing list: August 15, 2012 Half-year results for 2012 September 3/4, 2012 Investor & Analyst Day 2012 November 7, 2012 February 27, 2013 April 17, 2013 Press and analyst conference for the third quarter 2012 Press and analyst conference on annual results for 2012 General meeting of shareholders May 8, 2013 Results for the first quarter

16 Disclaimer Cautionary statement regarding forward-looking statements This presentation may contain certain forward-looking statements relating to the Group s future business, development and economic performance. Such statements may be subject to a number of risks, uncertainties and other important factors, such as but not limited to (1) competitive pressures; (2) legislative and regulatory developments; (3) global, macroeconomic and political trends; (4) fluctuations in currency exchange rates and general financial market conditions; (5) delay or inability in obtaining approvals from authorities; (6) technical developments; (7) litigation; (8) adverse publicity and news coverage, which could cause actual development and results to differ materially from the statements made in this presentation. Holcim assumes no obligation to update or alter forward-looking statements whether as a result of new information, future events or otherwise. 16