Capital Markets Day 2006

Transcription

1 Capital Markets Day 2006 CEO Jan Erik Korssjøen WORLD CLASS through people, technology and dedication KONGSBERG September 20,

2 Programme for the day 1. KONGSBERG a world-class technology enterprise Kongsberg Gruppen Financial status - CEO Jan Erik Korssjøen - CFO Arne Solberg 2. Defence & Aerospace - President Tom Gerhardsen Lunch 3. Offshore & Merchant Marine - President Torfinn Kildal 2

3 Agenda KONGSBERG a world-class technology enterprise KONGSBERG at a glance Some characteristics Some strategic challenges Ambitions and goals Financial status 3

4 KONGSBERG a world-class technology enterprise World Class through people, technology and dedication An international technology enterprise headquartered in Norway A balanced mix of systems and products for defence and civilian customers High-technology systems for the maritime and defence sectors Dynamic positioning Automation & surveillance Navigation Process automation Maritime Hydroaco ustics Defence Surveillance Anti-ship missiles Command and weapons control Dynamic systems Communications solutions Well positioned in all main markets Most of the maritime divisions rank first to third in their areas Recognised international niche supplier of defence systems and products An international business operation Sales (2005): MNOK (2004): MNOK Share of sales outside Norway: 67 % Operations in number of countries: 25 4

5 KONGSBERG a robust organisation Organised into two business areas Kongsberg Gruppen ASA Offshore & Merchant Marine Defence & Aerospace Focal point in Kongsberg, but an extensive marketing system at the international level Headquarters in Kongsberg Employees: approx Activities divided into about 40 locations in 25 countries Main activities in Norway, Europe, the U.S., the Middle East and the Far East Owners Aksjonærer # aksjer Andel 1 Staten v/ NHD ,0 % 2 Folketrygdfondet ,07 % 3 Arendals Fossekompani ASA ,85 % 4 MP Pensjon ,01 % 5 Odin Norge ,88 % Totalt 5 største ,8 % 3 % 50 % 5 % 22 % 14 % 6 % Den norske stat Verdipapirfond Forsikring / pensjonsfond Org. / virksomheter Private personer Utlendinger KOG vs. indekser fra Share price performance KOG Index OSEBX OSE Ind jan. 06 mar. 06 mai. 06 jul. 06 sep. 06 5

6 KONGSBERG Business areas KONGSBERG focuses on two core areas Maritime Defence & Aerospace 6

7 The Group's business model: Common technology base segmented approach to the market Research & Development Product development Production & project implementation Marketing Sales Offshore & Merchant Marine SEGMENT CHARACTERISATION Operations in both business areas are based on engineers, systems development and a strong technology culture Range of products in both fields based on the same core technologies Both BAs are engaged in technologically challenging projects for demanding applications The business areas differ in terms of customers' requirements and commercial conditions The business areas engage in a combination of product and project sales to commercial customers in a global market Systems and products tailor-made for the two main industrial segments Defence & Aerospace 7

8 Agenda KONGSBERG a world-class technology enterprise KONGSBERG at a glance Some characteristics Some strategic challenges Ambitions and goals Financial status 8

9 KONGSBERG operations in 25 countries Svalbard (Spitsbergen) Norway Scotland Sweden Newfoundland (Canada) British Columbia (Canada) Ireland Germany Washington (USA) Ontario (Canada) England The Netherlands Nova Scotia (Canada) France Hungary Italy Pennsylvania (USA) Connecticut (USA) Spain Greece Texas (USA) Louisiana (USA) The United Arab Emirates India China South Korea Singapore Peru Brazil Chile South Africa Antarctica KONGSBERG September 20,

10 Other countries2% Operating revenues Other 2% Offshore & Merchant Marine 53% Europe 24% Norway 33% Defence & Aerospace 45% America 20% Asia 21% KONGSBERG September 20,

11 KONGSBERG qualified employees KONGSBERG has approx qualified employees Approx. 70 % are engineers, technicians or graduate engineers Approx. 15 per cent of our employees work abroad Operators 12 % Engineers/ Technicians 44 % Asia 5% America 4% Europe 13% Graduate engineers 25 % Norway 78% Other staff 19 % KONGSBERG September 20,

12 Excellent knowledge-base We participate in 3 of 6 Centres of Excellence Kongsberg Systems Engineering Horten Micro-electronics Trondheim - Sensors 12

13 Agenda KONGSBERG a world-class technology enterprise KONGSBERG at a glance Some characteristics Some strategic challenges Ambitions and goals Financial status 13

14 Strategic challenge - 1 International marketing power competitiveness Our growth is taking place outside Norway Our competitors are mainly outside Norway The number of consolidations/alliances is on the rise in several of our markets Norway's national industrial policy calls for more local value creation Revenues, Norway Revenues, outside Norway Strategic direction: Greater international presence 14

15 Strategic challenge - 2 We will increase our percentage of value creation We have significant market shares in several niches We have sophisticated products and systems for use in demanding applications The Group's products and systems often represent only a small part of the value of the finished product - For example, the DynPos facility on a supply boat, or.. - the process control system on an FPSO - Strategic direction: To increase deliveries for selected applications 15

16 Strategic challenge - 3 We want to be closer to endusers End-users focus on utility value The provider is productionoriented Oil company Shipping company Shipyard Strategic direction: Reach a higher level in the supplier chain Gives priority to products as decided by the end user 16

17 Strategic challenge - 4 Norwegian procurement of foreign defence materiel opens opportunities within the established offset regime Previous large-scale procurements have meant a lot for KONGSBERG - Air defence systems - Frigates Norway's purchase of new fighter craft imply great opportunities for KONGSBERG Strategic direction: Cooperation with the Norwegian authorities, The Armed Forces and possible contractors for developing possibilities 17

18 Strategic challenge - 5 How to succeed with Norwegian defence products on the international arena KONGSBERG and the Norwegian Armed Forces have developed unique products with huge potential - NSM 10 year's of development is approaching a successful ending - RWS Norway's Remote Weapon Station meets with international success - Surveillance No one else has as many relevant products as KONGSBERG - Command and control International recognition in collaboration with Raytheon of the US Strategic direction: - Improved international campaign combined with alliance partners - Greater international presence 18

19 Strategic challenge - 6 How to ensure future competitiveness Technology is increasingly becoming a commodity The knowledge explosion in Asia in particular also presents challenges to Norwegian knowledge industry - 25 million students at university level in China - 10 mill in India in Norway Political parameters in new industrialised countries are an advantage for local vendors Strategic direction: "We must encourage the use of international technology communities We now have engineering communities in Norway, UK, Poland, Bulgaria, the U.S., Canada, China, South Korea, India and Singapore We must attach importance to developing knowledge and working methods, management and understanding of silent knowledge 19

20 Agenda KONGSBERG a world-class technology enterprise KONGSBERG at a glance Some characteristics Some strategic challenges Ambitions and goals Financial status 20

21 We are making inroads MNOK Operating revenues MNOK EBIT h h h h % increase in terms of volume from 2005 to % increase in operating profit from 2005 to

22 Where do we see KONGSBERG in 3 to 5 years? KONGSBERG has the potential to become a larger Norwegian group Necessary for ensuring international competitiveness Our goals are to double revenues Some through organic growth, but acquisition will also be necessary Profitability shall improve New corporate profitability regime All units are required to improve annually - Regardless of the previous level of profitability - Incentive systems based on improvement KONGSBERG shall create value for its shareholders Our owners, the shareholders, shall benefit from the growth both by virtue of dividends and general share performance jan. 06 mar. 06 mai. 06 jul. 06 sep. 06 KOG Index OSEBX OSE Ind. 22

23 We will grow in both business areas - 1 Directions for Maritime Sustain leading market position More efforts invested in oil and gas -Reinforce the divisions where we are already strong -Strategy to enter into selected fields where we can attain leading positions at the international level -Examining typical Norwegian technology enterprises in the offshore segment -As an industrial owner, KONGSBERG will be able to give these companies more possibilities, internationally, in particular 23

24 We will grow in both business areas - 2 Direction Defence & Aerospace Interesting possibilities with new products in the relatively brief term -The new Naval Strike Missile (NSM) several possible applications -Remote weapons systems (RWS) -Surveillance Interesting possibilities attached to Norwegian aircraft procurements in the long term -We give priority to new permanent industrial activity -We are in close dialogue with the relevant bidders -Need Team Norway teamwork to ensure success Consolidation is common in the international defence industry -Gives opportunities for KONGSBERG to grow through acquisition/consolidations 24