KONE CMD 2015 An attractive business model with a high return on capital Eriikka Söderström, CFO
Agenda Global position in a life cycle business Strong order book combined with recurring revenues Flexible cost structure Good cash flow generation High return on capital 2
We have strengthened our position globally and grown profitably KONE sales by area 2009-H1/2015 KONE sales by business 2009-H1/2015 MEUR EMEA Americas Asia-Pacific 6,277 6,933 7,334 MEUR New equipment Modernization Maintenance 6,277 6,933 7,334 4,744 4,987 5,225 44% 4,744 4,987 5,225 55% 3,901 3,901 62% 15% 40% 47% 13% 56% 16% 19% 21% 17% 41% 44% 34% 32% 11% 33% 2009 2010 2011 2012 2013 2014 H1/2015 2009 2010 2011 2012 2013 2014 H1/2015 3
Our regions are seeing different development phases and opportunities in the market SPLIT OF KONE S NEW EQUIPMENT AND SERVICE SALES PER AREA ~25% <10% <70% ~70% ~50% ~75% >90% >30% ~30% ~50% North America Europe Middle East China Asia-Pacific ex-china Share of services Share of new equipment 4
Europe and North America: We focus on further improving our field productivity and delivery capability Decrease cost with installation productivity New equipment and modernization Further improve sales management and product competitiveness Invest into the delivery capability of our strong order book in North America Maintenance Improve productivity of field operations with new technology Continue building pricing capabilities 5
Asia-Pacific and the Middle East: We continue to invest in our delivery capabilities and processes China Rest of Asia-Pacific & Middle East New equipment Further improve product competitiveness and installation productivity Ensure high quality execution of strong order book Service Continue expanding our service footprint and capabilities Implement global best practices 6
Global position in a life cycle business Strong order book combined with recurring revenues Flexible cost structure Good cash flow generation High return on capital 7
Our order book is at a record-high level following solid growth in orders received ORDER BOOK 2009-H1/2015 MEUR 10,000 8,000 6,000 8,627 The order book consists of new equipment and modernization orders received 4,000 2,000 3,309 A strong order book gives us longer term visibility 0 2009 2010 2011 2012 2013 2014 H1/2015 8 Order book at historical exchange rates
The share of major projects and North America within the order book has increased Indicative breakdown of KONE s order book Order book rotation (new equipment) Estimated lag from new equipment order to completion EMEA North America Asia-Pacific Volume projects Major projects Major projects Volume business Globally Up to 5 years Europe ~1 1.5 years North America ~1.5 2 years Asia-Pacific ex China ~1.5 2.5 years H1/2015 H1/2015 China < 1 year 9
Maintenance provides a solid foundation for the business with recurring revenues MAINTENANCE SALES 2009-H1/2015 MEUR 2,400 2,000 2,338 Retention rates for existing maintenance contracts 90-95% globally 1,600 1,200 1,625 1,294 Growth in the business is scalable and requires little capital investment 800 400 0 2009 2010 2011 2012 2013 2014 H1/2015 Maintenance revenues form a stable foundation for the business through economic cycles 10
Global position in a life cycle business Strong order book combined with recurring revenues Flexible cost structure Good cash flow generation High return on capital 11
Our cost structure is flexible and scalable Sourcing and manufacturing High share of outsourcing to component suppliers Installation Subcontracting used in installation Flexible cost base, with a low share of fixed costs Service Expansion of footprint requires little investment 12
Pricing is a headwind in many markets; cost environment on a favorable trend There are both headwinds and tailwinds in the cost environment New equipment Price competition continues intense in many markets Services Pricing environment Modernization pricing environment improving in growing markets Regional variation in maintenance pricing Sourcing cost Cost environment Favorable raw material price development in key component materials Labor cost inflation In mature markets low single digit Higher but manageable in emerging markets, trend slowing 13
We have several ways to address the challenges and opportunities in pricing and sourcing We are addressing the pressures and also looking for opportunities Pricing actions Strengthen sales management and further improve sales data analytics Sourcing actions Ensure competitive prices from economies of scale Ensure benefits from favorable raw material prices Product cost development actions Numerous ways to improve product cost competitiveness: - Optimized use of components - Simplicity in manufacturing, easier installation process 14
Our foreign exchange exposure is mostly limited to translation risk Sales by currency H1/2015 Foreign exchange impacts EUR RMB Transactional Balance between sales and costs provides good natural hedging Translational Changes in translation rates have an impact on sales and EBIT USD/CAD Others 2015 Full-year EBIT guidance includes a positive impact of 100-120 MEUR, assuming that translation exchange rates would remain at the average level of January-June 2015 Economic No major implications on competitiveness 15
Global position in a life cycle business Strong order book combined with recurring revenues Flexible cost structure Good cash flow generation High return on capital 16
Our working capital has remained at a very good level, supporting the strong cash flow 12M rolling quarterly cash flow Cash conversion rate 2009-2014 MEUR 1,500 1,378 1.50 1,250 1,000 1.25 1.00 1.25 1.13 1.04 1.17 1.18 1.21 750 0.75 500 0.50 250 0.25 0 Q2 09 2010 2011 2012 2013 2014 12m rolling quarterly cash flow from operations (before financing items and taxes) Q2 0.00 2009 2010 2011 2012 2013 2014 Note: Cash conversion rate calculated as cash flow from operations before financing items and taxes / EBITDA 17
We are focused on maintaining a good level of working capital WC rotation relative to sales Negative working capital 110 100 90 1,500 1,000 1,428 80 70 60 50 500 0-500 -574 40 30 20 10 0 Q2 09 2010 2011 2012 2013 2014 Inventory rotation Accounts receivable & other non-ib assets rotation Accounts payable & other non-ib liabilities rotation -1,000-1,500-2,000-2,500 Q2 2010 09 Inventories Net inventory 2011 2012 2013 2014 Q2 Net working capital Advance payments -940-2,002 Figures include new equipment and modernization 18
Our capital expenditure needs remain low CAPITAL EXPENDITURE AND DEPRECIATION EXCLUDING ACQUISITIONS MEUR 120 119 100 80 60 40 20 0 86 88 84 74 79 66 62 64 52 53 47 62 49 44 58 49 50 50 29 36 33 16 20 22 13 13 14 2009 2010 2011 2012 2013 2014 H1/ 2015 Capital expenditure excluding acquisitions Depreciation Amortization of acquisition related intangible assets 19
Activity continues with acquisitions and we aim to further accelerate this ACQUISITION SPEND 2009-H1/2015 MEUR 200 160 167 185 169 We mainly acquire small local maintenance companies to strengthen the density of our maintenance portfolio 120 80 40 46 83 67 37 In addition, we have acquired our distributors from time to time to expand to new markets 0 2009 2010 2011 2012 2013 2014 H1/2015 21 21 23 21 38 17 13 (Nr of acquisitions) We make acquisitions within our business scope of providing the best People Flow TM experience 20
KONE s financial performance has enabled increasing dividend payments to shareholders SPLIT-ADJUSTED DIVIDEND PER CLASS B SHARE, 1980-2014 EUR 1.2 1.1 1.0 0.9 0.8 0.7 0.6 0.5 0.4 0.3 0.2 0.1 0.0 0.01 21 0.02 0.01 0.02 1995 1994 1993 1992 1991 1990 1989 1988 1987 1986 1985 1984 1983 1982 1981 1980 CAGR +15% 1997 1996 0.19 0.25 0.09 0.06 0.04 0.33 0.45 0.70 0.88 1.00 1.20 2014 2013 2012 2011 2010 2009 2008 2007 2006 2005 2004 2003 2002 2001 2000 1999 1998 Note: Includes the basic dividend. Adjusted for share splits in 1999 (1:3), 2002 (1:3), 2005 (1:2), 2008 (1:2) and 2013 (1:2). 1 EUR= 5.9 FIM; not adjusted to constant exchange rate. Additional extraordinary dividends: for 2009, a double dividend was paid; for 2011, an extraordinary dividend of EUR 0.75 was paid and for 2012 an extraordinary dividend of EUR 0.65 was paid.
Global position in a life cycle business Strong order book combined with recurring revenues Flexible cost structure Good cash flow generation High return on capital 22
Our return on capital is very high RETURN ON CAPITAL EMPLOYED 2009-H1/2015 % 50 40 34.0 34.8 34.3 36.3 37.7 37.1 30 29.4 20 10 0 2009 2010 2011 2012 2013 2014 H1/2015 23
We have grown profitably over the past 10 years and improved our EBIT margin at the same time The margin improvement over the last decade has been supported by: 12M QUARTERLY ROLLING EBIT MARGIN, Q4/2005-Q2/2015 16% 12% 8% 4% Improvement in profitability even with the share of new equipment increasing Operational efficiency Scale and rationalization in sourcing Fixed cost leverage 0% 2006 Q2/2015 24 Note: Excluding one-time items. For 2012, intangible asset amortizations burden the margin.
Our long term targets remain intact Growth Faster than market Profitability EBIT margin of 16% Cash flow Improved working capital rotation 25
We maintain the 16% long-term margin target WE HAVE FOUR KEY FOCUS AREAS GOING FORWARD Growth Quality Productivity Pricing Accelerating service business growth Faster than market growth in new equipment business Smart growth investments Quality of field operations New product quality Maintenance Installation Fixed cost management and leverage Granular market understanding Right balance between growth and profitability Processes and tools 26
Global position in a lifecycle business Strong order book combined with recurring revenues Flexible cost structure Good cash flow generation High return on capital