YIT Analyst lunch, December 2014 Co-operation projects as part of YIT s strategy
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1 Novo Orlovsky St. Petersburg, Russia YIT Analyst lunch, December 2014 Co-operation projects as part of YIT s strategy Kari Kauniskangas, President and CEO
2 Contents 1 Co-operation projects, part of the strategy 2 Case example: Tripla project 3 Case example: Naantali CHP YIT 2 Analyst lunch, December 2014
3 Profitability Co-operation projects, part of strategy Increasing role of co-operation projects: value added for customers and value creation for owners Capital efficient business model Higher profitability from higher value-added combined with less competition Alliance model No sales risk PPP Sales risk Joint venture Selfdeveloped project with plot cooperation Less capital needed Selfdeveloped project with no partners Basic contracting (cost + fee) Longer value chain YIT 3 Analyst lunch, December 2014 Capital intensity
4 Characteristics of different co-operation project types Alliance model Joint venture in development Plot co-operation Development phase Construction phase Project Company owned by YIT and partner(s) Development and construction by YIT Project development Construction and sales Development fee Progress payments Rent Plot owned by a fund Common organisation and targets with the customer to achieve the best total solution Winning criteria: Target price, references and the team s project development skills No capital employed, limited cost risk, opportunities for bonuses A project company with a partner(s) for financing and sharing risk Lower capital employed Plot owned by and external fund looking for stable yield Lower capital employed with limited impact on profitability YIT 4 Analyst lunch, December 2014
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6 The project is advancing well and according to schedule Zoning proceeding well and the project is on schedule Helsinki city council to decide on the zoning in Q1/2015 The zoning completed in Q2/2015 if no claims Building permit expected in H2/2015 Readiness to start construction of the project before the end of 2015 Infrastructure works for the City of Helsinki have already started The shopping center plan improved Leasable area of the shopping centre has grown by 15,000 sq. m. to 85,000 sq. m. Approximately 250 stores Estimated timing of land acquisitions, construction and profit recognition Land areas Parking Mall of TRIPLA Hotel Business park Railway station & offices Residential Timetable for land acquisition and construction Profit recognition YIT 6 Analyst lunch, December 2014 BY
7 Concept and brand ready, leasing started Current focus on the shopping centre, Mall of Tripla Very good reception from potential tenants, more than 150 participants attended the launch event in November Target to have anchor tenants in place by the end of H1/2015 Formal negotiations with investors to start after the turn of the year Good interest based on initial discussions Screenshot from the Tripla homepage yit.fi/tripla YIT 7 Analyst lunch, December 2014 BY
8 Project execution in a capital efficient way Plans for using a co-operation model for the project One potential structure for project financing in Tripla Joint venture Limited capital requirement, <50% equity stake Project financing on project company level Debt financiers Equity investors Design and Build contract No capital investment Divided into 5 separate projects YIT s total investment max. EUR 150 million during the construction Investments are part of YIT s normal annual investment budget, attributed over several years Project Co. Distributes funding to MRECs Mall of TRIPLA YIT 8 Analyst lunch, December 2014 BY
9 YIT 9 Analyst lunch, December 2014 Illustration of Naantali CHP power plant Naantali, Finland
10 Naantali CHP power plant, alliance model (1/2) New multifuel power plant, 435 MW Customer: Turun Seudun Energiantuotanto Oy Total value: EUR 260 million, value for YIT EUR ~40 million Final selection criteria YIT s project team and references appreciated Project won without the lowest target price Price, 25% Capabilities, 75% Project management skills Project plan and organisation References Ability to create value for money Process for setting the target price Innovation process Reviewing cost estimates of TSE Safety and environmental plans Alliance capabilities of the project team Decision making, problem solving, co-operation YIT 10 Analyst lunch, December 2014
11 Naantali CHP power plant, alliance model (2/2) Tendering, 1st phase: Implementation model 6 bidders Tendering, 3rd phase: Capabilities Price 2 bidders Development phase April 2014 Sept 2014 Spring Tendering, 2nd phase: Skills/capabilities 4 bidders Signing the contract for development phase Implementation phase YIT 11 Analyst lunch, December 2014
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13 Disclaimer This presentation has been prepared by, and the information contained herein (unless otherwise indicated) has been provided by YIT Corporation (the Company ). By attending the meeting where this presentation is made, or by reading the presentation slides, you agree to be bound by the following limitations. This presentation is being furnished to you solely for your information on a confidential basis and may not be reproduced, redistributed or passed on, in whole or in part, to any other person. This presentation does not constitute or form part of and should not be construed as, an offer to sell, or the solicitation or invitation of any offer to buy, acquire or subscribe for, securities of the Company or any of its subsidiaries in any jurisdiction or an inducement to enter into investment activity. No part of this presentation, nor the fact of its distribution, should form the basis of, or be relied on in connection with, any contract or commitment or investments decision whatsoever. The information contained in this presentation has not been independently verified. No representation, warranty or undertaking, expressed or implied, is made as to, and no reliance should be placed on, the fairness, accuracy, completeness or correctness of the information or the opinions contained herein. Neither the Company nor any of its respective affiliates, advisors or representatives nor any other person shall have any liability whatsoever (in negligence or otherwise) for any loss however arising from any use of this presentation or its contents or otherwise arising in connection with the presentation. Each person must rely on their own examination and analysis of the Company and the transactions discussed in this presentation, including the merits and risks involved. This presentation includes forward-looking statements. These statements contain the words "anticipate", will, "believe", "intend", "estimate", "expect" and words of similar meaning. All statements other than statements of historical facts included in this presentation, including, without limitation, those regarding the Company s financial position, business strategy, plans and objectives of management for future operations, including without limitation those regarding the demerger plan and its execution, are forward-looking statements. Such forward-looking statements involve known and unknown risks, uncertainties and other important factors that could cause the actual results, performance or achievements of the Company to be materially different from future results, performance or achievements expressed or implied by such forward-looking statements. Such forward-looking statements are based on numerous assumptions regarding the Company's present and future business strategies and the environment in which the Company will operate in the future. These forward-looking statements speak only as at the date of this presentation. The Company expressly disclaims any obligation or undertaking to disseminate any updates or revisions to any forward-looking statements contained herein to reflect any change in the Company's expectations with regard thereto or any change in events, conditions or circumstances on which any such statement is based. The Company cautions you that forward-looking statements are not guarantees of future performance and that its actual financial position, business strategy, plans and objectives of management for future operations may differ materially from those made in or suggested by the forward-looking statements contained in this presentation. In addition, even if the Company's financial position, business strategy, plans and objectives of management for future operations are consistent with the forward-looking statements contained in this presentation, those results or developments may not be indicative of results or developments in future periods. Neither the Company nor any other person undertakes any obligation to review or confirm or to release publicly any revisions to any forward-looking statements to reflect events that occur or circumstances that arise after the date of this presentation. YIT 13 Analyst lunch, December 2014
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