Valmet Corp · OMXHEX:VALMT
Valmet — Investor Day (March 2015)
16 slides from Valmet's investor day presentation, Mar 19, 2015
Slide 1: Increasing profitability through Must-Win implementation
Increasing profitability through Must-Win implementation Kari Saarinen, SVP, Strategy and Operational Development Valmet Capital Markets Day March 19, 2015
Slide 2: Agenda
Agenda Capital Markets Day 2015 1 Strategy implementation and Must-Wins 2 Must-Win achievements 2014 and way forward 3 Summary 2 March 19, 2015 © Valmet | Kari Saarinen, Capital Markets Day 2015
Slide 3: Strategy implementation and Must-Wins
Strategy implementation and Must-Wins
Slide 4: Valmet's Way Forward
Valmet’s Way Forward Our Vision To become the global Our Must-Wins champion in serving our customers Our Strategy Customer excellence Valmet develops and Leader in technology supplies competitive and innovation Our Mission technology and services to Excellence in Converting renewable processes
Slide 5: Valmet's Must-Win implementation
Valmet’s Must-Win implementation Must-Wins Must-Win implementation objectives for 2015 • Strengthen our presence close to customers and growth markets Customer • Strengthen Key Account Management to enhance growth at the customer excellence • Drive services growth through long-term agreements and ex
Slide 6: Must-Win achievements 2014 and way forward
Must-Win achievements 2014 and way forward
Slide 7: Customer excellence
Customer excellence Customer excellence Good development at agreement based Further improvements in 2015 sales Services agreement based sales (indexed) Strengthen our presence close to customers and growth markets >30% growth • Strengthen our presence in countries with high in 2 years in pulp, energ
Slide 8: Leader in technology and innovation
Leader in technology and innovation Leader in technology and innovation Good development in increasing sales Further improvements in 2015 of new products Improve product cost competitiveness to 2014 achievements increase gross profit • 4 OCM1 and 1 NTT2 machines sold • Multiple design and cost impro
Slide 9: Implement Lean to reduce quality costs and lead times
Excellence in Processes 1 2 3 4 5 Implement Lean to reduce quality costs and lead times Quality costs were reduced in 2014, and 2015 key actions further reduction planned for 2015–2016 Quality costs (EUR million and % of net sales) Implement Lean • Launch Valmet Lean program By the end of • Provide
Slide 10: Save in procurement
Excellence in Processes 1 2 3 4 5 Save in procurement Target to save 10% in procurement by the Key procurement saving actions for 2015 end of 2016 Increase design-to-cost practices in business Target to save 10% lines 2014 target • Cross-functional teams and total cost exceeded management Actual New
Slide 11: Improve health and safety
Excellence in Processes 1 2 3 4 5 Improve health and safety Health and safety is on agendas: Key actions for global development improvement plans and alignment towards health and safety excellence projects started LTIF1 (rolling 12 months) - own employees Common standards, procedures and tools 9.7 •
Slide 12: Continue to improve cost competitiveness
Excellence in Processes 1 2 3 4 5 Continue to improve cost competitiveness Focus on keeping SG&A and capacity cost flat with increased volumes EUR 100 million cost competitiveness 2015 focus program implemented and targets exceeded Capacity costs1 Personnel Personnel costs Selling, general and admin
Slide 13: Winning team
Winning Team Winning team Basis for high performance laid Further improvements in 2015 Employees based on education Nurture shared values Unallocated Doctorate Basic education 8% 6% degree • Value discussions at annual reviews 1% High school Master’s degree • New ways of communicating to personnel d
Slide 14: Summary
Summary Valmet <>
Slide 15: Summary
Summary Increasing profitability through Must-Win implementation Multiple product design and cost improvement initiatives to continue good development in 2014 Lean program ongoing to further reduce quality costs and lead times Procurement savings program to expand category management and increase de
Slide 16: Forward
FORWARD