www.durr.com 
WELCOME 
PRESENTATION 
DÜRR INVESTOR RELATIONS 
November 2014
DISCLAIMER 
This investor presentation has been prepared independently by Dürr AG (“Dürr”). 
The presentation contains sta...
AGENDA 
1. Dürr: global leader in strong competitive position 
2. Markets 
3. Dürr Strategy 2017 
4. Financial overview, o...
DÜRR: GLOBAL LEADER IN STRONG 
COMPETITIVE POSITION 
4 
Customers Fast facts 
World market leader in 95% of Dürr‘s 
busine...
GROUP STRUCTURE WITH 5 DIVISIONS 
5 
Figures 2013 
PAINT AND 
ASSEMBLY 
SYSTEMS 
Paint Shops & 
Final Assembly, 
Aircraft ...
ORDER INTAKE: SHIFT TO THE AMERICAS1) 
Dürr rolling 12 months comparison: Q4 2013 – Q3 2014 (Q4 2012 – Q3 2013) 
Mature 
m...
AGENDA 
1. Dürr: global leader in strong competitive position 
2. Markets 
3. Dürr Strategy 2017 
4. Financial overview, o...
MARKETS 
Worldwide automotive industry with steady growth (light vehicle production in m units) 
+ 2% 
CAGR 
45 43 44 44 4...
STRONG EMERGING MARKETS GROWTH 
1.9 
2.0 
2.3 
2.5 
23.5 25.8 1.5 27.8 29.0 1.8 
19.3 21.2 
21.5 21.5 22.7 23.7 24.3 25.2 ...
AGENDA 
1. Dürr: global leader in strong competitive position 
2. Markets 
3. Dürr Strategy 2017 
4. Financial overview, o...
DÜRR STRATEGY 2017 
11 
Service 
Globalization 
Efficiency 
Innovation 
LEADING IN 
PRODUCTION 
EFFICIENCY 
© Dürr AG, CCI...
INNOVATION 
LEADING IN PRODUCTION EFFICIENCY 
Cost per unit 
in a paint shop 
Material 
41% 
Invest 
20% 
Energy 
8% 
Pers...
INNOVATION 
EXAMPLES ACROSS ALL BUSINESSES 
EcoDryScrubber – dry overspray separation 
EcoReBooth – paint booth concept 
E...
GLOBALIZATION 
ADDRESSING NEW MARKETS 
Industrial products in Application Technology division 
Complete range of applicati...
GLOBALIZATION 
FOCUS ON EMERGING MARKETS 
China 2005 … 2013 
CAGR 
in % 
Incoming orders (in € m) 146 650 21 
Sales revenu...
DÜRR SERVICE 
GROWTH STRATEGY1) 
2008 2009 2010 2011 2012 2013 
Service revenues (in € m) 395.9 263.3 362.0 445.0 506.9 53...
DÜRR SERVICE 
GROWTH STRATEGY 
Number of paint robots sold (cumulative figure) Service in % of total sales by country 
9,0...
DÜRR SERVICE 
GROWTH STRATEGY 
CustomerExcellence@Dürr 
Module “Service Excellence”: 
Improvement + extension service busi...
DÜRR SERVICE 
GROWTH STRATEGY 
Increasing potential due to ageing plant structure  Expanding modernization business 
Age o...
EFFICIENCY 
Global processes as a basis for profitability 
Global processes / localization 
Further globalization of Dürr ...
EFFICIENCY 
Global IT platforms: connected worldwide 
Integrated Systems 
Enterprise Resource Planning 
CAX 
Reporting 
Sh...
Dürr acquired 55.9% of HOMAG Group AG for € 228.1 m in cash 
Dürr joined a pool agreement and thus secured 77.9% of the vo...
TAKEOVER OF HOMAG GROUP 
Business activity 
Located in Schopfloch, Germany 
World market leader in wood processing machine...
TAKEOVER OF HOMAG GROUP 
Optimal addition to Dürr´s portfolio 
Target areas: mechanical and plant engineering, automation ...
TAKEOVER OF HOMAG GROUP 
Substantial value increase expected 
Optimization measures initiated at HOMAG Group will be 
cont...
AGENDA 
1. Dürr: global leader in strong competitive position 
2. Markets 
3. Dürr Strategy 2017 
4. Financial overview, o...
STRONG EARNINGS1) 
EBIT margin above guidance 
in € m 2012 2013 9M 2013 9M 2014 Q3 2013 Q3 2014 
Incoming orders 2,596.8 2...
CASH FLOW1) 
Strong cash generation in the last years 
in € m 2012 2013 9M 2013 9M 2014 
EBT 147.7 184.6 119.1 135.4 
Depr...
SOLID FINANCIAL STRUCTURE1) 
12/31/2011 12/31/2012 12/31/2013 09/30/2014 
Equity in € m 364.3 432.1 511.4 566.2 
Equity ra...
ROCE AT RECORD LEVEL 
2006 … 2009 … 2012 2013 
EBIT in € m 33.1 5.7 176.9 203.0 
Capital employed in € m 420.1 356.3 402.6...
Order intake at upper end of target corridor, sales at € 2,300 m, EBIT margin at ~9% expected 
in € m in % 
25 
20 
15 
10...
SUMMARY 
Strong market conditions, positioning for further growth 
Ongoing demand, full order pipeline, numerous new proje...
FINANCIAL CALENDAR 
11/12/2014 UBS European Conference 2014, London 
11/13/2014 LBBW German Day, London 
11/18/2014 3rd Ma...
Appendix 
© Dürr AG, CCI, Investor Relations, November 2014 34
TAKEOVER HOMAG GROUP 
Pro forma consolidation, without synergies, financing costs or other effects 
PL 2013 Dürr HOMAG Gro...
TAKEOVER HOMAG GROUP 
Pro forma consolidation, without synergies, financing costs or other effects 
Key financial ratios n...
SHAREHOLDER STRUCTURE / DIVIDEND 
POLICY 
Free float at 71.4% 
Shareholder structure (as of October 2014)* 
25.1% Heinz Dü...
MARKET SHARE DÜRR/COMPETITORS* 
Dürr 50%, Eisenmann 10-15%, Taikisha/Geico 20% 
local competitors: Scivic, Giffin, Gallagh...
SALES DEVELOPMENT PASSENGER CARS 
JANUARY-SEPTEMBER 2014/13 
Change year-on-year in % 
-13 
-9 
-0.4 
3 
6 
5 
5 
13 
16 
...
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Dürr IR Presentation

  1. 1. www.durr.com WELCOME PRESENTATION DÜRR INVESTOR RELATIONS November 2014
  2. 2. DISCLAIMER This investor presentation has been prepared independently by Dürr AG (“Dürr”). The presentation contains statements which address such key issues as Dürr’s strategy, future financial results, market positions and product development. Such statements should be carefully considered, and it should be understood that many factors could cause forecast and actual results to differ from these statements. These factors include, but are not limited to, price fluctuations, currency fluctuations, developments in raw material and personnel costs, physical and environmental risks, legal and legislative issues, fiscal, and other regulatory measures. Stated competitive positions are based on management estimates supported by information provided by specialized external agencies. © Dürr AG, CCI, Investor Relations, November 2014 2
  3. 3. AGENDA 1. Dürr: global leader in strong competitive position 2. Markets 3. Dürr Strategy 2017 4. Financial overview, outlook and summary © Dürr AG, CCI, Investor Relations, November 2014 3
  4. 4. DÜRR: GLOBAL LEADER IN STRONG COMPETITIVE POSITION 4 Customers Fast facts World market leader in 95% of Dürr‘s business portfolio with a market share between approx. 30-60% 65% of revenue from automotive business; all OEMs worldwide as customers Strong emerging markets presence with 50% share of global incoming orders High entry barriers with limited competitive set Business drivers: market growth, growing replacement potential (automotive); increasing automation, flexibilization & globalization (industry); growing installed base & customer excellence (service) © Dürr AG, CCI, Investor Relations, November 2014
  5. 5. GROUP STRUCTURE WITH 5 DIVISIONS 5 Figures 2013 PAINT AND ASSEMBLY SYSTEMS Paint Shops & Final Assembly, Aircraft Production Technology Sales: € 1,177 m EBIT: € 98 m EBIT margin: 8.4% ROCE: >100%1 (¹ negative CE) APPLICATION TECHNOLOGY Paint Application Technology, Glueing & Sealing Technology Sales: € 540 m EBIT: € 60 m EBIT margin: 11.0% ROCE: 43.2% CLEAN TECHNOLOGY SYSTEMS Air Purification Systems, Energy Efficiency Systems Sales: € 106 m EBIT: € 6 m EBIT margin: 5.7% ROCE: 17.1% MEASURING AND PROCESS SYSTEMS Balancing, Assembly, Testing, Filling & Cleaning Machines Sales: € 584 m EBIT: € 46 m EBIT margin: 7.9% ROCE: 16.2% WOOD PROCESSING SYSTEMS Machinery for Stationary Woodworking Sales: € 789 m EBIT: € 35 m EBIT margin: 4.4% ROCE: 11.3% © Dürr AG, CCI, Investor Relations, November 2014
  6. 6. ORDER INTAKE: SHIFT TO THE AMERICAS1) Dürr rolling 12 months comparison: Q4 2013 – Q3 2014 (Q4 2012 – Q3 2013) Mature markets Emerging markets * 42% (40%) 58% (60%) 15.2% (12.0%) Emerging markets account for 58% of order intake Strong order intake in Europe and Americas; acceleration in China in H2 14.7% (16.8%) Germany Rest of Europe incl. Eastern Europe North and South America Asia (w/o China), Africa, Australia China * Asia (w/o Japan), Mexico, Brazil, Eastern Europe 1) w/o HOMAG 6 Incoming orders rolling 12 months 2014 (2013) Incoming orders rolling 12 months 2014 (2013) Sales revenues rolling 12 months 2014 (2013) © Dürr AG, CCI, Investor Relations, November 2014 28.9% (36.8%) 4.4% (5.2%) 24.8% (20.6%) 26.7% (25.4%) 29.8% (30.8%) 6.4% (7.4%) 21.7% (19.5%) 27.4% (25.5%)
  7. 7. AGENDA 1. Dürr: global leader in strong competitive position 2. Markets 3. Dürr Strategy 2017 4. Financial overview, outlook and summary © Dürr AG, CCI, Investor Relations, November 2014 7
  8. 8. MARKETS Worldwide automotive industry with steady growth (light vehicle production in m units) + 2% CAGR 45 43 44 44 44 44 44 44 40 30 46 48 52 55 58 36 36 37 37 38 40 41 43 44 11 11 12 14 16 19 22 25 26 27 35 2011: Emerging markets overtaking developed markets + 5% CAGR 38 42 © Dürr AG, CCI, Investor Relations, November 2014 8 62 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014e* 2015e* 2016e* 2017e* 2018e* developed markets emerging markets * estimated Source: PwC Autofacts Last update: October 2014
  9. 9. STRONG EMERGING MARKETS GROWTH 1.9 2.0 2.3 2.5 23.5 25.8 1.5 27.8 29.0 1.8 19.3 21.2 21.5 21.5 22.7 23.7 24.3 25.2 19.5 20.5 21.4 21.8 22.9 23.9 20.8 21.0 22.1 22.9 24.1 24.9 110 100 90 80 70 60 50 40 30 20 10 0 2013 2014 2015 2016 2017 2018 Americas Europe Asia (without China) China Other 9 India, China, Malaysia & Indonesia with expected automotive production growth > 8% Emerging markets will contribute 2/3 of global growth between 2013 and 2018 CAGR in % 11 9 3 4 Source: own estimates, PwC Last update: October 2014 in m units 4 82.6 85.7 91.6 96.2 101.4 105.5 © Dürr AG, CCI, Investor Relations, November 2014 5
  10. 10. AGENDA 1. Dürr: global leader in strong competitive position 2. Markets 3. Dürr Strategy 2017 4. Financial overview, outlook and summary © Dürr AG, CCI, Investor Relations, November 2014 10
  11. 11. DÜRR STRATEGY 2017 11 Service Globalization Efficiency Innovation LEADING IN PRODUCTION EFFICIENCY © Dürr AG, CCI, Investor Relations, November 2014
  12. 12. INNOVATION LEADING IN PRODUCTION EFFICIENCY Cost per unit in a paint shop Material 41% Invest 20% Energy 8% Personnel Service 28% 3% Ø cost per unit in a current paint shop = € 320 * * Compared to € 420 15 years ago Reduction of resource consumption/emissions at paint shops of a German OEM 6.0 4.0 2.0 0.0 Paint* l/unit 2.0 1.5 1.0 0.5 0.0 Water -71% -73% m³/unit 3.5 3.0 2.5 2.0 1.5 1.0 0.5 0.0 VOC kg/unit 2,000 1,800 1,600 1,400 1,200 1,000 800 600 400 200 0 Energy -67% kWh/unit -36% *in spray booth only © Dürr AG, CCI, Investor Relations, November 2014 12
  13. 13. INNOVATION EXAMPLES ACROSS ALL BUSINESSES EcoDryScrubber – dry overspray separation EcoReBooth – paint booth concept EcoRPL033 – painting robot laserTec – new era in wood edge processing EcoCSteam – cleaning with steam Balancing Technology e.g. for turbochargers © Dürr AG, CCI, Investor Relations, November 2014 13
  14. 14. GLOBALIZATION ADDRESSING NEW MARKETS Industrial products in Application Technology division Complete range of application products for the general industry (e.g. plastics, wood, furniture, construction) Sales channels: Distributors, integrators, Dürr web shop & Dürr regional centers Product range (extract): Pumps and fluid handling equipment, e.g. scoop piston and suction pumps for the high-pressure range 2-component systems Product systems for electrostatic application, e.g. electrostatic atomizers Conventional application systems, e.g. spray guns Roll out worldwide within the next 2 years, market size > € 3 bn © Dürr AG, CCI, Investor Relations, November 2014 14
  15. 15. GLOBALIZATION FOCUS ON EMERGING MARKETS China 2005 … 2013 CAGR in % Incoming orders (in € m) 146 650 21 Sales revenues (in € m) 83 760 32 Employees (12/31) 271 1,356 22 New Dürr site Shanghai/Baoshan Double-digit sales growth in Brazil, Mexico and India since 2005 Example China: - Doubling of capacities in space to 63,000m² up to now; new “campus” in China in 2016 - Increasing use as manufacturing, purchasing and engineering center Test Centers in Japan, China and US Expansion in South East Asia © Dürr AG, CCI, Investor Relations, November 2014 15
  16. 16. DÜRR SERVICE GROWTH STRATEGY1) 2008 2009 2010 2011 2012 2013 Service revenues (in € m) 395.9 263.3 362.0 445.0 506.9 535.6 In % of group revenues 24.7 24.4 28.7 23.2 21.1 22.3 Strengthening service business and capacities in emerging markets (e.g. China, India, Turkey) Service pricing, dedicated offerings, complaint management system, decentralized ware-housing, delivery speed 9M 2014: +9% service sales revenues Service sales share: 9M 2014: 25% (9M 2013: 22%) Long-term target: 30% sales share 16 Service type in % of revenues Modifications and upgrades 53% Spare parts and repairs 33% Main-tenance, assessments, seminars 14% © Dürr AG, CCI, Investor Relations, November 2014 1) w/o HOMAG
  17. 17. DÜRR SERVICE GROWTH STRATEGY Number of paint robots sold (cumulative figure) Service in % of total sales by country 9,000 8,000 7,000 6,000 5,000 4,000 3,000 2,000 1,000 0 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 25 20 15 10 5 0 China India Russia Brazil Mexico Group © Dürr AG, CCI, Investor Relations, November 2014 17
  18. 18. DÜRR SERVICE GROWTH STRATEGY CustomerExcellence@Dürr Module “Service Excellence”: Improvement + extension service business Module “Customer Experience”: Improvement interaction with customers Worldwide program “Best in Class” for all contact points with the customer Strengthening customer orientation, enhancing customer loyalty Developing instruments for regular measurement of customer satisfaction Consistent service orientation: sales, proposals, operations, aftersales Capacity increase in service business Profitable growth in service business Further improvement in customer relationships and push of service business © Dürr AG, CCI, Investor Relations, November 2014 18
  19. 19. DÜRR SERVICE GROWTH STRATEGY Increasing potential due to ageing plant structure Expanding modernization business Age of paint shops (based on own calculations) 75% 71% 67% 62% 39% 17% 25% 7% 19% 34% 8% 4% 26% 19% 27% 80% 70% 60% 50% 40% 30% 20% 10% 0% North America South America Russia EU Asia 20 years 10-20 years 10 years ~250 paint shops in the world are older than 20 years © Dürr AG, CCI, Investor Relations, November 2014 19
  20. 20. EFFICIENCY Global processes as a basis for profitability Global processes / localization Further globalization of Dürr processes Global processes with full utilization of SAP/CAX/CRM/SharePoint Strengthening of engineering center in India Expansion of sourcing offices in China, India, Mexico, Brazil Expansion of manufacturing in China, Mexico for international supply Rigorous localization of Dürr products in the emerging markets Supplemental product portfolio with low-cost/low-end solutions Reduction of specifications Local added value © Dürr AG, CCI, Investor Relations, November 2014 20
  21. 21. EFFICIENCY Global IT platforms: connected worldwide Integrated Systems Enterprise Resource Planning CAX Reporting SharePoint CRM Project management software Dürr Projects Approx. € 30 m invested A single database worldwide Efficient cooperation in all locations Efficient controlling and timing of capacities Continuous capex spending necessary Change Meeting Management Management Site Management Projects Milestone Checklists Quality Management Information Management © Dürr AG, CCI, Investor Relations, November 2014 21
  22. 22. Dürr acquired 55.9% of HOMAG Group AG for € 228.1 m in cash Dürr joined a pool agreement and thus secured 77.9% of the voting rights, family/foundation remains shareholder with 22.1% HOMAG is expected to contribute positively to Dürr’s earnings from 2015; consolidation in Q4 2014 HOMAG shares remain listed 22 TAKEOVER OF HOMAG GROUP Takeover details HOMAG Group Financials; in € m 2012 2013 Incoming orders 702.1 734.3 Sales 767.0 788.8 EBIT1) 31.4 34.6 Net profit shareholders (without non-controlling interests) 12.7 18.4 Operating cash flow 38.6 46.5 © Dürr AG, CCI, Investor Relations, November 2014 1) after employee participation
  23. 23. TAKEOVER OF HOMAG GROUP Business activity Located in Schopfloch, Germany World market leader in wood processing machines used in the wood-based panel-processing furniture, construction supplies and timber home construction industries. Customers produce home and office furniture, kitchens, parquet and laminate flooring, windows, doors, stairs and also complete wooden house construction systems. The biggest customer is IKEA. 28% market share International group with 37 locations worldwide; only 21% of sales revenues in Germany 5,400 employees worldwide, thereof approx. 4,000 in Germany Solidly financed, equity ratio at 33%; net debt at € 70 m Clear improvement in operating results in recent years, EBIT margin at 4.4% © Dürr AG, CCI, Investor Relations, November 2014 23
  24. 24. TAKEOVER OF HOMAG GROUP Optimal addition to Dürr´s portfolio Target areas: mechanical and plant engineering, automation technology, measuring systems, environmental business World market leadership, innovation leader Market niches without major players no major Chinese players No restructuring cases but acquisition targets with earnings improvement potential Globalization/localization in emerging markets, making use of Dürr‘s excellent positioning in these markets Operational improvements (e.g. processes, best practice, tools) and synergies (e.g. RD, purchasing, sales, service) © Dürr AG, CCI, Investor Relations, November 2014 24
  25. 25. TAKEOVER OF HOMAG GROUP Substantial value increase expected Optimization measures initiated at HOMAG Group will be continued and supported Globalization of value added Further optimization and synergy opportunities (examples): Process improvements Global IT structures Purchasing Financing Technologies/products (e.g. automation/robotics) Earnings increase at HOMAG Group will continue © Dürr AG, CCI, Investor Relations, November 2014 25
  26. 26. AGENDA 1. Dürr: global leader in strong competitive position 2. Markets 3. Dürr Strategy 2017 4. Financial overview, outlook and summary © Dürr AG, CCI, Investor Relations, November 2014 26
  27. 27. STRONG EARNINGS1) EBIT margin above guidance in € m 2012 2013 9M 2013 9M 2014 Q3 2013 Q3 2014 Incoming orders 2,596.8 2,387.1 1,797.5 1,928.3 504.0 656.8 Sales revenues 2,399.8 2,406.9 1,746.1 1,641.7 614.4 581.3 Orders on hand 2,316.8 2,150.1 2,253.8 2,488.6 2,253.8 2,488.6 (end of period) Gross profit on sales 437.8 487.4 340.3 369.0 120.4 135.4 Gross margin (%) 18.2 20.3 19.5 22.5 19.6 23.3 EBIT 176.9 203.0 134.1 149.8 51.7 60.6 EBIT margin (%) 7.4 8.4 7.7 9.1 8.4 10.4 Net income 111.4 140.9 87.6 100.3 35.2 42.4 1) w/o HOMAG © Dürr AG, CCI, Investor Relations, November 2014 27
  28. 28. CASH FLOW1) Strong cash generation in the last years in € m 2012 2013 9M 2013 9M 2014 EBT 147.7 184.6 119.1 135.4 Depreciation and amortization 28.5 27.4 22.5 20.2 Interest result 29.6 19.0 15.1 15.1 Income taxes paid -21.3 -35.9 -25.5 -27.5 Changes Provisions -17.2 12.8 14.0 -10.0 Net working capital -69.1 122.6 -83.5 62.1 Other 19.4 -1.4 -16.3 -12.8 Cash flow from operating activities 117.6 329.1 45.4 182.5 Interest paid (net) -20.3 -16.2 -16.1 -15.9 Capital expenditures -31.4 -51.0 -34.0 -25.8 Free cash flow 65.9 261.9 -4.7 140.8 1 ) w/o HOMAG © Dürr AG, CCI, Investor Relations, November 2014 28
  29. 29. SOLID FINANCIAL STRUCTURE1) 12/31/2011 12/31/2012 12/31/2013 09/30/2014 Equity in € m 364.3 432.1 511.4 566.2 Equity ratio in % 21.9 23.9 25.7 25.5 Net financial status in € m 51.8 96.7 280.5 377.7 Net working capital in € m 32.6 98.6 -33.1 -90.3 DWC (days working capital) 6.1 14.8 -4.9 -14.8 ROCE in % 28.4 43.9 66.2 75.62) Total cash including time deposits, bonds etc. at € 715.2 m (12/31/2013: € 547.2 m) Net cash at record level Equity up by € 101.5 m compared to 09/30/2013 ROCE above 75% 1) w/o HOMAG 2) annualized © Dürr AG, CCI, Investor Relations, November 2014 29
  30. 30. ROCE AT RECORD LEVEL 2006 … 2009 … 2012 2013 EBIT in € m 33.1 5.7 176.9 203.0 Capital employed in € m 420.1 356.3 402.6 306.4 NWC in € m 154.7 57.4 98.6 -33.1 DWC 40.9 19.2 14.8 -4.9 ROCE in % 7.9 1.6 43.9 66.2 Dürr business model favors low capital employed Strong focus on NWC management ROCE in % CE turnover 10 8 6 4 2 70 60 50 40 30 20 CE has decreased since 2006 although 10 business volume has almost doubled 0 0 2006 2007 2008 2009 2010 2011 2012 2013 © Dürr AG, CCI, Investor Relations, November 2014 30
  31. 31. Order intake at upper end of target corridor, sales at € 2,300 m, EBIT margin at ~9% expected in € m in % 25 20 15 10 5 0 2,750 2,500 2,250 2,000 1,750 1,500 1,250 1,000 750 500 250 0 2009 2010 2011 2012 2013 2014e Sales Incoming orders Gross margin (in %) EBIT margin (in %) OUTLOOK 20141) 31 ~9.0 ~2,300 2,300- 2,500 © Dürr AG, CCI, Investor Relations, November 2014 1 ) w/o HOMAG
  32. 32. SUMMARY Strong market conditions, positioning for further growth Ongoing demand, full order pipeline, numerous new projects are coming to the market (e.g. China North America) Positioning for further growth: focus on emerging markets, brownfield business, product innovation and new business segments (e.g. industrial business/application technology) Service and modernization business becoming more important, group-wide project “Customer Excellence@Dürr” with first success Cost containment, global processes, localization Solid financial structure, fully funded until 2021 HOMAG takeover will contribute positively to Dürr’s earnings after financing costs; strong sales earnings increase in 2015 © Dürr AG, CCI, Investor Relations, November 2014 32
  33. 33. FINANCIAL CALENDAR 11/12/2014 UBS European Conference 2014, London 11/13/2014 LBBW German Day, London 11/18/2014 3rd MainFirst Paris Conference, Paris 11/25/2014 German Equity Forum, Frankfurt 11/26/2014 UBS German Senior Investor Conference, Munich 12/01/2014 Goldman Sachs Small Mid Cap Symposium, London 12/09/2014 CBS Small Mid Cap Conference Geneva 2014, Geneva 01/09/2015 18th Oddo Midcap Forum, Lyon 01/12/2015 Commerzbank German Investment Seminar, New York Contact Dürr Aktiengesellschaft Corporate Communications Investor Relations Günter Dielmann / Stefan Burkhardt Carl-Benz-Str. 34 74321 Bietigheim-Bissingen Germany Phone: +49 7142 78-1785 /-3558 Telefax: +49 7142 78-1716 E-mail: investor.relations@durr.com © Dürr AG, CCI, Investor Relations, November 2014 33
  34. 34. Appendix © Dürr AG, CCI, Investor Relations, November 2014 34
  35. 35. TAKEOVER HOMAG GROUP Pro forma consolidation, without synergies, financing costs or other effects PL 2013 Dürr HOMAG Group Dürr (incl. HOMAG Group) Sales in € m 2,407 789 3,196 EBIT in € m 203 35 238 EBIT margin in % 8.4 4.4 7.5 Net profit group in € m 141 19 160 Net profit shareholders 140 18 1501) in € m Earnings per share in € 4.05 4.34 1) assumption: 55.9% shareholding of Dürr © Dürr AG, CCI, Investor Relations, November 2014 35
  36. 36. TAKEOVER HOMAG GROUP Pro forma consolidation, without synergies, financing costs or other effects Key financial ratios new as of 6/30/2014 Dürr Dürr1) (incl. HOMAG Group) Equity in € m (without non-controlling interests) 507 507 Net financial status in € m 227 -68 Goodwill in € m 288 4472) Goodwill in % of balance sheet 12.9 15.9 Balance sheet total in € m 2,233 2,813 1) assumption: 55.9% shareholding of Dürr; including Bond issue 2) assumption: disclosure of hidden reserves of € 125 m © Dürr AG, CCI, Investor Relations, November 2014 36
  37. 37. SHAREHOLDER STRUCTURE / DIVIDEND POLICY Free float at 71.4% Shareholder structure (as of October 2014)* 25.1% Heinz Dürr GmbH, Berlin 3.5% Heinz und Heide Dürr Stiftung, Berlin 71.4% Institutional and private investors * figures rounded Dividend policy: 30-40% payout ratio © Dürr AG, CCI, Investor Relations, November 2014 37
  38. 38. MARKET SHARE DÜRR/COMPETITORS* Dürr 50%, Eisenmann 10-15%, Taikisha/Geico 20% local competitors: Scivic, Giffin, Gallagher Kaiser, Trinity (Toyota) Paint and Final Assembly Systems Dürr 50%, ABB 15-20%, Fanuc Application Technology 15-20%, Yaskawa 10% Balancing Dürr 40%, Kokusai 15%, CEMB 10% Filling Dürr 25%, Fives Cinetic 22%, SAT Anlagentechnik 15% Testing Dürr 30%, BEP 20%, Fori 10%, Siemens 5% Balancing and Assembly Products Dürr 40%**, Valiant 20%, ABB 8%, Elwema 6%, Markert 4%, Sugino 4% Cleaning and Surface Processing Clean Technology Systems Air purification Dürr 40-50%***, John Zink/KEU 20%, CTP 10% * own estimates, average of last 3 years ** market share relating to automotive business Wood Processing Systems Dürr 28%, Biesse 10%, Scm group 7%, IMA 4% *** market share relating to business with exhaust-gas purification systems for automotive paint shops © Dürr AG, CCI, Investor Relations, November 2014 38
  39. 39. SALES DEVELOPMENT PASSENGER CARS JANUARY-SEPTEMBER 2014/13 Change year-on-year in % -13 -9 -0.4 3 6 5 5 13 16 -15 -10 -5 0 5 10 15 20 New EU countries China Japan USA Western Europe Germany India Brazil Russia Source: The German Association of the Automotive Industry (VDA); October 2014 © Dürr AG, CCI, Investor Relations, November 2014 39
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