Sgl Carbon Se · XETR:SGL
Sgl Carbon — Investor Presentation (July 2015)
22 slides from Sgl Carbon's investor presentation, July 2015
Slide 1: Value Creation through Transformation of Business Models
Value Creation through Transformation of Business Models Dr. Jürgen Köhler, CEO Dr. Michael Majerus, CFO Investor Relations | July 2015
Slide 2: Table of Contents
Table of Contents. September 2014: Cornerstones of strategic realignment defined (Review) Page 3 July 2015: Result of comprehensive strategic portfolio review Page 6 BUs GMS and CFM: Launch growth initiative Page 11 BU PP: Implement commodity business model and legal separation Page 16 Initiatiate t
Slide 3: September 2014: Cornerstones of strategic realignment defined (Review)
September 2014: Cornerstones of strategic realignment defined (Review) Page 3 Investor Relations | July 2015
Slide 4: Transformation of SGL Group guided by clearly defined targets
September 2014. Transformation of SGL Group guided by clearly defined targets Create flexibility for Stop loss makers and Capex for selective Return on capital is restructuring and cash drainers by growth opportunities key management repositioning with restructuring or subject to minimum principle f
Slide 5: Transformation process defined with cornerstones of strategic realignment
September 2014. Transformation process defined with cornerstones of strategic realignment ROCE* Generate shareholder 1) Right size return SGL2015 asset and portfolio restructuring 3 2) Improve performance SGL2015 organizational restructuring Minimum return on capital SGL Excellence savings 15% BU st
Slide 6: July 2015: Result of comprehensive strategic portfolio review
July 2015: Result of comprehensive strategic portfolio review Page 6 Investor Relations | July 2015
Slide 7: Analysis of business model of GMS and CFM. Many similarities
Analysis of business model of GMS and CFM. Many similarities GMS/CFM Meaningful exposure to end markets growing above GDP driven by global mega trends High share of customer-specific products, tailored applications and solutions High potential for innovation since products typically serve as k
Slide 8: Analysis of business model of PP(GE). Market requirements increasingly differ
Analysis of business model of PP(GE). Market requirements increasingly differ from GMS and CFM PP(GE) Global steel markets in structural oversupply, thus EAF steel development cannot be expected to drive GE demand in near and mid term despite reasonable long term perspectives from increasing scrap
Slide 9: Business models of GMS and CFM share similarities, whereas PP(GE) has become different
Business models of GMS and CFM share similarities, whereas PP(GE) has become distinctively different Separation will enable the businesses to progress without constraints associated with the plans of the other business GMS/CFM PP(GE) SGL Group has unique strengths and depth of GE/PP is increasin
Slide 10: Path forward for SGL Group. Dedicated business models for different market requirements
Path forward for SGL Group. Dedicated business models for different market requirements Accelerate growth mode by adapting Implement commodity business processes and launching growth initiatives model and prepare for strategic options Graphite Materials & Carbon Fibers & Performance Systems (GMS) Ma
Slide 11: BUs GMS and CFM: Launch Growth Initiative
BUs GMS and CFM: Launch Growth Initiative Page 11 Investor Relations | July 2015
Slide 12: GMS and CFM serve a broad range of fast growing segments linked to global megatrends
GMS and CFM serve a broad range of fast growing segments linked to global megatrends. Approx. market growth % CAGR 2015-2020 Growth drivers ~10%* 7-9% 3-5% 3-4% ~2% GMS and CFM Energy* Digital Lifestyle Mobility Industry Urbanization GMS >10% Stationary energy storage Lithium ion batteries anode mat
Slide 13: Target for GMS and CFM. Profitable organic sales growth of 50% by 2020
Target for GMS and CFM. Profitable organic sales growth of 50% by 2020 1200 1100 1000 900 ~ €1.1 billion 800 sales at or 700 above €737 million Moderate organic Accelerated organic min. 15% 600 sales growth and growth phase ROCE sales at process optimization EBITDA 500 8% ROCE EBITDA phase 400 2014
Slide 14: Internal and external growth opportunities in both GMS and CFM
Internal and external growth opportunities in both GMS and CFM. GMS CFM Strategy aims at becoming the leading provider CFRP market still an emerging industry with of engineered graphite solutions. many opportunities but also volatile - Accelerated forward integration into finishing developments.
Slide 15: GMS and CFM are the basis of an innovation driven, high growth SGL Group
GMS and CFM are the basis of an innovation driven, high growth SGL Group. Summary GMS and CFM materials and solutions enable several of the fastest growing economic trends including energy storage, digitalization, mobility and urbanization. Based on strong positions, GMS and CFM target to furthe
Slide 16: BU PP: Implement Commodity Business Model and Legal Separation
BU PP: Implement Commodity Business Model and Legal Separation Page 16 Investor Relations | July 2015
Slide 17: Performance Products. Key strengths and long-term growth opportunities
Performance Products. Key strengths and long-term growth opportunities Key Strengths Growth opportunities Only graphite electrode producer with Increased steel scrap availability will lead to production footprint in all three major significant long-term growth in graphite regions (NA/EU/Asia) el
Slide 18: Path forward for PP. Implement legally separate structure with an adapted business model
Path forward for PP. Implement legally separate structure with an adapted business model Ensure a globally leading commodity business and prepare for all strategic options Further increase competitiveness though continued optimization Continue to drive productivity improvements Optimize busine
Slide 19: Initiate Transformation through Separation
Initiate Transformation through Separation Page 19 Investor Relations | July 2015
Slide 20: Value creation through Transformation of Business Models
Value creation through Transformation of Business Models. GMS/CFM PP Building an innovation and technology- Ensuring a globally leading commodity driven materials and solutions powerhouse Performance Products business Increase share in exciting growth Increase competitiveness through markets fur
Slide 21: Thank you for your attention!
Thank you for your attention ! © Copyright SGL CARBON SE ® Registered trademarks of SGL CARBON SE
Slide 22: Important note
Important note. This presentation contains forward looking statements based on the information currently available to us and on our current projections and assumptions. By nature, forward looking statements are associated with known and unknown risks and uncertainties, as a consequence of which actu