- The document discusses opportunities and challenges in the global steel industry. It notes that demand is expected to grow 3-5% annually for the next 10 years, driven by industrialization in China and emerging economies.
- ArcelorMittal is well positioned to capture opportunities through geographical and product diversification, upstream/downstream integration, and partnerships in fast-growing markets like China and India.
- While mature markets in Europe and North America remain important, new growth areas include Africa, the Middle East, CIS countries, and South America, where per capita steel consumption is still relatively low.
The document provides an overview of Maxion's financial performance in the second quarter of 2007. Some key points:
- Consolidated net operating revenue decreased 3.5% to R$319 million compared to the same period last year.
- EBITDA decreased 37.5% to R$36.4 million over the previous year.
- Net income decreased 49.7% to R$13.9 million.
- Exports totaled US$33.8 million, an increase of 27.9% compared to the second quarter of 2006.
Robert Chote: Health and the spending squeezeNuffield Trust
The document discusses health spending in the UK and the outlook given the economic crisis. It notes that NHS spending has grown consistently rapidly since the 1950s and was the biggest winner of increased spending under the previous Labour government. However, the economic crisis has led to a significant downgrade in growth projections and increased deficit. As a result, the government plans fiscal stimulus in the short-term but then significant fiscal tightening and spending cuts from 2010 onward, including cuts to NHS capital budgets and requirements for efficiency savings.
Mark Coombs worked as a leader at ISP Minerals and Holcim from 2006 to 2010. During this time period, he achieved several safety and operational accomplishments including over 6 years without a lost time accident across 500,000 hours of work. Specifically at ISP Minerals, he achieved 600 days without a reportable injury and improved mill production rates, electrical energy costs, and housekeeping scores.
Exelon Corporation and Public Service Enterprise Group provided an overview of their 2005 performance and 2006 outlook at the Morgan Stanley 13th Annual Global Electricity & Energy Conference. Key points included:
- Both companies reported strong standalone performance in 2005 and expect continued growth in 2006 driven by improving power markets and operations.
- The proposed merger between Exelon and PSEG is progressing towards closing in the second or third quarter of 2006 and would create a uniquely positioned generation business with a large, low-cost nuclear fleet.
- Exelon's 2005 earnings growth was driven by improved operations and commodity risk management. It expects further earnings growth in 2006 and 2007 from the end of below-market contracts and recontract
MeadWestvaco reported third quarter 2007 earnings. Sales increased 3% compared to the third quarter of 2006, driven by a 6% increase in sales from the primary business segments. Segment profit from the primary business segments also increased 3% year-over-year. The company expects improved profitability for full-year 2007 compared to 2006, driven by strong performance in packaging despite challenging cost environments.
This document provides an agenda and overview of a presentation by ThyssenKrupp to Morgan Stanley. The presentation discusses ThyssenKrupp's group overview and strategy, with a focus on its steel and stainless steel businesses. It highlights ThyssenKrupp's track record of increasing profits, earnings per share, dividends and returns over several years. The presentation also outlines ThyssenKrupp's management approach of focusing on value-based management, product innovation, efficiency, customer orientation and portfolio optimization to achieve industrial leadership positions.
1) Nineteen venture-backed companies raised $2.0 billion through IPOs in the second quarter of 2006, a 90% increase from the first quarter. There were also 86 venture-backed acquisitions worth $3.2 billion.
2) While IPO volume increased, the industry association remains wary about the long-term health of the US public markets and says more successful IPOs are needed.
3) The largest IPO was Vonage Holdings' $531 million offering, and the life sciences sector had the most IPOs at nine, raising $452 million total.
The document provides an overview of Maxion's financial performance in the second quarter of 2007. Some key points:
- Consolidated net operating revenue decreased 3.5% to R$319 million compared to the same period last year.
- EBITDA decreased 37.5% to R$36.4 million over the previous year.
- Net income decreased 49.7% to R$13.9 million.
- Exports totaled US$33.8 million, an increase of 27.9% compared to the second quarter of 2006.
Robert Chote: Health and the spending squeezeNuffield Trust
The document discusses health spending in the UK and the outlook given the economic crisis. It notes that NHS spending has grown consistently rapidly since the 1950s and was the biggest winner of increased spending under the previous Labour government. However, the economic crisis has led to a significant downgrade in growth projections and increased deficit. As a result, the government plans fiscal stimulus in the short-term but then significant fiscal tightening and spending cuts from 2010 onward, including cuts to NHS capital budgets and requirements for efficiency savings.
Mark Coombs worked as a leader at ISP Minerals and Holcim from 2006 to 2010. During this time period, he achieved several safety and operational accomplishments including over 6 years without a lost time accident across 500,000 hours of work. Specifically at ISP Minerals, he achieved 600 days without a reportable injury and improved mill production rates, electrical energy costs, and housekeeping scores.
Exelon Corporation and Public Service Enterprise Group provided an overview of their 2005 performance and 2006 outlook at the Morgan Stanley 13th Annual Global Electricity & Energy Conference. Key points included:
- Both companies reported strong standalone performance in 2005 and expect continued growth in 2006 driven by improving power markets and operations.
- The proposed merger between Exelon and PSEG is progressing towards closing in the second or third quarter of 2006 and would create a uniquely positioned generation business with a large, low-cost nuclear fleet.
- Exelon's 2005 earnings growth was driven by improved operations and commodity risk management. It expects further earnings growth in 2006 and 2007 from the end of below-market contracts and recontract
MeadWestvaco reported third quarter 2007 earnings. Sales increased 3% compared to the third quarter of 2006, driven by a 6% increase in sales from the primary business segments. Segment profit from the primary business segments also increased 3% year-over-year. The company expects improved profitability for full-year 2007 compared to 2006, driven by strong performance in packaging despite challenging cost environments.
This document provides an agenda and overview of a presentation by ThyssenKrupp to Morgan Stanley. The presentation discusses ThyssenKrupp's group overview and strategy, with a focus on its steel and stainless steel businesses. It highlights ThyssenKrupp's track record of increasing profits, earnings per share, dividends and returns over several years. The presentation also outlines ThyssenKrupp's management approach of focusing on value-based management, product innovation, efficiency, customer orientation and portfolio optimization to achieve industrial leadership positions.
1) Nineteen venture-backed companies raised $2.0 billion through IPOs in the second quarter of 2006, a 90% increase from the first quarter. There were also 86 venture-backed acquisitions worth $3.2 billion.
2) While IPO volume increased, the industry association remains wary about the long-term health of the US public markets and says more successful IPOs are needed.
3) The largest IPO was Vonage Holdings' $531 million offering, and the life sciences sector had the most IPOs at nine, raising $452 million total.
Caterpillar's Chief Financial Officer Dave Burritt gave a presentation on the company's performance and outlook. He discussed Caterpillar's strong growth from 2002-2007, with sales and earnings per share increasing significantly. While the weak US economy poses a challenge in the short-term, Burritt remains optimistic about opportunities in mining, energy, and infrastructure globally. Caterpillar expects sales to be up 5-10% in 2008 despite a downturn in North America, driven by growth outside of North America. Looking longer-term, factors like increasing infrastructure spending, commodity price growth, and aging mining fleets position Caterpillar for continued success through 2010 and beyond.
Sterlite Industries reported net revenue of Rs7,111cr for 4QFY2010, in line with estimates. Net profit was also in line with estimates at Rs1,381cr. Revenue growth was driven by higher metal prices, strong zinc and lead business performance, and higher by-product prices. Sterlite is well positioned to capitalize on strong metal demand through expansion plans and cost reductions. The company also announced a 1:1 bonus issue and stock split.
Nestle held its first analyst meet in 2010 to discuss first half performance and outlook. Volume growth was strong at 19% driven by 17.9% domestic and 29.3% export growth. However, price hikes were limited affecting margins. Input costs rose 10% hurting margins further. Maggi growth continued at 26% and competition is manageable. Chocolates regained 25% volume growth with portfolio focus. Management expects input costs to moderate and guide for higher capex.
The 10th Annual Latin American Conference hosted by Santander will take place from January 17-20, 2006 in Acapulco, Mexico. Raul Adalberto de Campos, the Investor Relations Executive Manager for Petrobras, will present at the conference. The presentation may contain forecasts about future events involving risks and uncertainties that could cause actual results to differ from expectations. Petrobras is not obligated to update any forecasts based on new information.
The document provides a summary of EDP Energias do Brasil's 4Q08 results. Some key highlights include:
- Consolidated net operating revenue increased 9.1% to R$1,189.2 million in 4Q08.
- Manageable expenditures before depreciation and amortization decreased 18% compared to 4Q07.
- 4Q08 EBITDA reached R$306.0 million, an increase of 96.5% compared to 4Q07.
- Net income for 4Q08 was R$119.0 million, 51% higher than 4Q07.
The document outlines MMX's 2010 financial results, which showed record sales volumes, revenues, profits, and the company's first ever positive EBITDA of R$120.6 million. An audit of MMX's resources by SRK Consulting estimated total measured, indicated and inferred resources of 1.466 billion metric tons across various sites. The document also lists the next steps in MMX's planned voluntary takeover offer for PortX shares.
External logistics at ArcelorMittal Gent steel plant involve extensive inbound and outbound flows. Inbound flows are oriented towards maritime transport and inland waterways, with raw materials arriving by ship from various global sources. Outbound flows have a more balanced modal split, with finished steel transported by ship, barge, rail, and road throughout Europe. Specific projects include establishing Gent as a logistics hub for delivering steel to the UK and using multimodal transport for shipments to Italy.
3D printing has potential applications across many markets but still needs to transition from prototyping to actual tooling uses. The document discusses the market opportunities for 3D printing including complex internal components, medium quantity serial production, customized individual components, and spare parts. It also analyzes the strengths, weaknesses, threats, and opportunities for 3D printing technology. Key selling points include design flexibility, short lead times, quality reliability, and material options like stainless steel, aluminum, nickel alloys, and titanium.
Short Project Presentation of building a Manufacturing Facility in India. Over a 9 month Period I build a 15,000 m2 steel processing plant in Southern India with a labour force of about 800 people.
Presentation Jan Cornelis Arcelor Mittal Part 2BICCI
The document provides details on the production facilities and capabilities of ArcelorMittal Gent in Belgium. It includes information on the plant's raw material storage, coking plant, sinter plants, blast furnaces, steelmaking, continuous casting, hot and cold rolling mills, and coating facilities. It also summarizes the plant's product offerings, markets served, productivity, workforce, safety record, production levels over time, and environmental performance compared to EU and Asian benchmarks.
ArcelorMittal Co-op Presentation - David PearsonDavid Pearson
David Pearson completed a co-op at a steel mill focusing on quality improvement projects. He conducted a load bank quality audit that identified over 60 plates with defects and ensured their removal. David also implemented the use of handheld scanners to track material locations, trained workers, and analyzed data to determine compliance. Additionally, he analyzed scale color, flatness of light gauge carbon coils, and collected thermal image data to identify process issues. David's work provided data and insights that helped reduce defects and improve quality.
The document discusses the acquisition of Arcelor by Mittal Steel, which led to the creation of ArcelorMittal, the largest steelmaker in the world. It describes how Mittal Steel launched a $22.7 billion offer for Arcelor shareholders in 2006. Arcelor resisted the bid and tried to find other partners. Mittal Steel eventually increased its valuation of Arcelor to $32.9 billion and clinched the deal in 2006 after overcoming opposition from governments and Arcelor's management. The new company ArcelorMittal became the largest steel producer globally.
The document discusses ArcelorMittal's heavy gauge steel processing facilities in India. It has a factory in Ranipet, Tamil Nadu with 500 employees and 30,000 ton annual capacity. It is planning another factory in Baroda, Gujarat with 160 employees and 10,000 ton capacity. The Ranipet plant has certifications for quality and environmental standards. It supplies heavy steel components to various industries including railways, mechanical presses, energy equipment, and earth moving vehicles.
1) Lakshmi Mittal started a small steel mill in Kolkata in the 1970s and later expanded internationally through acquisitions as opportunities for growth were limited in India. He established operations in Indonesia in 1976 and continued acquiring steel mills across the world.
2) By 2006, Mittal Steel had acquired Arcelor, creating ArcelorMittal and making it the largest steel producer in the world. However, the acquisition faced opposition from the French and Spanish governments who were concerned about job losses and economic impacts.
3) While international expansion provided benefits like increased revenues and market access, it also had drawbacks such as reduced sovereignty and competition for local producers. Overall, the case study examines Lak
Lear Corporation has grown rapidly over the past decade through strategic acquisitions and operational excellence. It is now a global leader in automotive seating and electrical systems. Looking forward, Lear aims to further diversify its business across regions and customers while repositioning its business in North America for improved long-term profitability. Near-term financial results have been negatively impacted by lower vehicle production and rising material costs, but Lear has a strong sales backlog that positions it for continued growth.
This document provides a summary of 3Q07 results for a company called CSU. It discusses positive trends in the business market for debit, private label, and credit cards. Operational data shows growing registered card bases and new card entry volumes. Financial trends indicate increased gross revenue and EBITDA for both the CardSystem/MarketSystem and TeleSystem/CreditRisk units. The document also notes the completion of a platform development project with Caixa and expectations to implement a test plan and migrate card bases in 1H08. Overall, the results presentation outlines growth and improved financial performance across CSU's business units.
Lear provided an overview of its annual meeting and discussed its strategy, priorities, and financial results. It highlighted completing the divestiture of its interior business in 2006, focusing on its core businesses of seating, electronics, and electrical distribution. Lear also discussed expanding its presence in Asia, implementing a global restructuring initiative to reduce costs, and improving its financial results and liquidity position in 2006. For 2007, Lear outlined projections for flat production in North America, 1% growth in Europe, and expectations of $14.8 billion in net sales and $600-640 million in core operating earnings.
Energias do Brasil achieved several important goals in the first half of 2006. It started operations at its Peixe Angical hydroelectric plant, concluded its redundancy program, and issued new debentures. However, net income decreased due to one-time factors in 2005 and costs associated with the redundancy program. Overall the company is making progress on initiatives to reduce losses and position itself for continued growth.
The document provides an overview of Monsanto's third-quarter 2006 financial results and strategic initiatives. Key points include:
- Net sales for Q3 2006 were $2.348 billion, up 15% from Q3 2005, driven by growth in seeds and traits.
- Net income for Q3 2006 was $334 million, up 611% from Q3 2005, due to acquisitions and increased penetration of key traits.
- Monsanto is focusing on growth in traits like Roundup Ready 2 corn and developing product pipelines like drought-tolerant corn and Vistive III soybeans.
- The company aims to expand seeds and traits globally and leverage acquisitions like Seminis to unlock additional value
The document provides an overview of Monsanto's third-quarter 2006 financial results and strategic initiatives. Key points include:
- Net sales for Q3 2006 were $2.348 billion, up 15% from Q3 2005, driven by growth in seeds and traits.
- Net income for Q3 2006 was $334 million, up 611% from Q3 2005, due to acquisitions and increased penetration of key traits.
- Monsanto is focusing on growth in traits like Roundup Ready 2 corn and developing product pipelines like drought-tolerant corn and Vistive III soybeans.
- The company aims to expand seeds and traits globally and leverage acquisitions like Seminis to unlock additional value
The document summarizes Monsanto's third-quarter 2006 financial results and provides projections for key traits. Net sales increased 15% in the third quarter and 19% in the first nine months compared to the previous year. Net income increased significantly due to charges in the prior year related to acquisitions and Solutia. Projections show continued growth in acres of corn and cotton traits in the US through 2010 due to penetration, stacking, and new traits. Factors transitioning now will redefine the industry landscape by the end of the decade as seeds and traits strategies are established and competition increases.
The document provides an overview of Monsanto's third-quarter 2006 financial results and strategic initiatives. Key points include:
- Net sales for Q3 2006 were $2.348 billion, up 15% from Q3 2005, driven by growth in seeds and traits.
- Net income for Q3 2006 was $334 million, up 611% from Q3 2005, due to acquisitions and increased penetration of key traits.
- Monsanto is focusing on growth in traits like Roundup Ready 2 corn and developing product pipelines like drought-tolerant corn and Vistive III soybeans.
- The company aims to expand seeds and traits globally and leverage acquisitions like Seminis to unlock additional value
Caterpillar's Chief Financial Officer Dave Burritt gave a presentation on the company's performance and outlook. He discussed Caterpillar's strong growth from 2002-2007, with sales and earnings per share increasing significantly. While the weak US economy poses a challenge in the short-term, Burritt remains optimistic about opportunities in mining, energy, and infrastructure globally. Caterpillar expects sales to be up 5-10% in 2008 despite a downturn in North America, driven by growth outside of North America. Looking longer-term, factors like increasing infrastructure spending, commodity price growth, and aging mining fleets position Caterpillar for continued success through 2010 and beyond.
Sterlite Industries reported net revenue of Rs7,111cr for 4QFY2010, in line with estimates. Net profit was also in line with estimates at Rs1,381cr. Revenue growth was driven by higher metal prices, strong zinc and lead business performance, and higher by-product prices. Sterlite is well positioned to capitalize on strong metal demand through expansion plans and cost reductions. The company also announced a 1:1 bonus issue and stock split.
Nestle held its first analyst meet in 2010 to discuss first half performance and outlook. Volume growth was strong at 19% driven by 17.9% domestic and 29.3% export growth. However, price hikes were limited affecting margins. Input costs rose 10% hurting margins further. Maggi growth continued at 26% and competition is manageable. Chocolates regained 25% volume growth with portfolio focus. Management expects input costs to moderate and guide for higher capex.
The 10th Annual Latin American Conference hosted by Santander will take place from January 17-20, 2006 in Acapulco, Mexico. Raul Adalberto de Campos, the Investor Relations Executive Manager for Petrobras, will present at the conference. The presentation may contain forecasts about future events involving risks and uncertainties that could cause actual results to differ from expectations. Petrobras is not obligated to update any forecasts based on new information.
The document provides a summary of EDP Energias do Brasil's 4Q08 results. Some key highlights include:
- Consolidated net operating revenue increased 9.1% to R$1,189.2 million in 4Q08.
- Manageable expenditures before depreciation and amortization decreased 18% compared to 4Q07.
- 4Q08 EBITDA reached R$306.0 million, an increase of 96.5% compared to 4Q07.
- Net income for 4Q08 was R$119.0 million, 51% higher than 4Q07.
The document outlines MMX's 2010 financial results, which showed record sales volumes, revenues, profits, and the company's first ever positive EBITDA of R$120.6 million. An audit of MMX's resources by SRK Consulting estimated total measured, indicated and inferred resources of 1.466 billion metric tons across various sites. The document also lists the next steps in MMX's planned voluntary takeover offer for PortX shares.
External logistics at ArcelorMittal Gent steel plant involve extensive inbound and outbound flows. Inbound flows are oriented towards maritime transport and inland waterways, with raw materials arriving by ship from various global sources. Outbound flows have a more balanced modal split, with finished steel transported by ship, barge, rail, and road throughout Europe. Specific projects include establishing Gent as a logistics hub for delivering steel to the UK and using multimodal transport for shipments to Italy.
3D printing has potential applications across many markets but still needs to transition from prototyping to actual tooling uses. The document discusses the market opportunities for 3D printing including complex internal components, medium quantity serial production, customized individual components, and spare parts. It also analyzes the strengths, weaknesses, threats, and opportunities for 3D printing technology. Key selling points include design flexibility, short lead times, quality reliability, and material options like stainless steel, aluminum, nickel alloys, and titanium.
Short Project Presentation of building a Manufacturing Facility in India. Over a 9 month Period I build a 15,000 m2 steel processing plant in Southern India with a labour force of about 800 people.
Presentation Jan Cornelis Arcelor Mittal Part 2BICCI
The document provides details on the production facilities and capabilities of ArcelorMittal Gent in Belgium. It includes information on the plant's raw material storage, coking plant, sinter plants, blast furnaces, steelmaking, continuous casting, hot and cold rolling mills, and coating facilities. It also summarizes the plant's product offerings, markets served, productivity, workforce, safety record, production levels over time, and environmental performance compared to EU and Asian benchmarks.
ArcelorMittal Co-op Presentation - David PearsonDavid Pearson
David Pearson completed a co-op at a steel mill focusing on quality improvement projects. He conducted a load bank quality audit that identified over 60 plates with defects and ensured their removal. David also implemented the use of handheld scanners to track material locations, trained workers, and analyzed data to determine compliance. Additionally, he analyzed scale color, flatness of light gauge carbon coils, and collected thermal image data to identify process issues. David's work provided data and insights that helped reduce defects and improve quality.
The document discusses the acquisition of Arcelor by Mittal Steel, which led to the creation of ArcelorMittal, the largest steelmaker in the world. It describes how Mittal Steel launched a $22.7 billion offer for Arcelor shareholders in 2006. Arcelor resisted the bid and tried to find other partners. Mittal Steel eventually increased its valuation of Arcelor to $32.9 billion and clinched the deal in 2006 after overcoming opposition from governments and Arcelor's management. The new company ArcelorMittal became the largest steel producer globally.
The document discusses ArcelorMittal's heavy gauge steel processing facilities in India. It has a factory in Ranipet, Tamil Nadu with 500 employees and 30,000 ton annual capacity. It is planning another factory in Baroda, Gujarat with 160 employees and 10,000 ton capacity. The Ranipet plant has certifications for quality and environmental standards. It supplies heavy steel components to various industries including railways, mechanical presses, energy equipment, and earth moving vehicles.
1) Lakshmi Mittal started a small steel mill in Kolkata in the 1970s and later expanded internationally through acquisitions as opportunities for growth were limited in India. He established operations in Indonesia in 1976 and continued acquiring steel mills across the world.
2) By 2006, Mittal Steel had acquired Arcelor, creating ArcelorMittal and making it the largest steel producer in the world. However, the acquisition faced opposition from the French and Spanish governments who were concerned about job losses and economic impacts.
3) While international expansion provided benefits like increased revenues and market access, it also had drawbacks such as reduced sovereignty and competition for local producers. Overall, the case study examines Lak
Lear Corporation has grown rapidly over the past decade through strategic acquisitions and operational excellence. It is now a global leader in automotive seating and electrical systems. Looking forward, Lear aims to further diversify its business across regions and customers while repositioning its business in North America for improved long-term profitability. Near-term financial results have been negatively impacted by lower vehicle production and rising material costs, but Lear has a strong sales backlog that positions it for continued growth.
This document provides a summary of 3Q07 results for a company called CSU. It discusses positive trends in the business market for debit, private label, and credit cards. Operational data shows growing registered card bases and new card entry volumes. Financial trends indicate increased gross revenue and EBITDA for both the CardSystem/MarketSystem and TeleSystem/CreditRisk units. The document also notes the completion of a platform development project with Caixa and expectations to implement a test plan and migrate card bases in 1H08. Overall, the results presentation outlines growth and improved financial performance across CSU's business units.
Lear provided an overview of its annual meeting and discussed its strategy, priorities, and financial results. It highlighted completing the divestiture of its interior business in 2006, focusing on its core businesses of seating, electronics, and electrical distribution. Lear also discussed expanding its presence in Asia, implementing a global restructuring initiative to reduce costs, and improving its financial results and liquidity position in 2006. For 2007, Lear outlined projections for flat production in North America, 1% growth in Europe, and expectations of $14.8 billion in net sales and $600-640 million in core operating earnings.
Energias do Brasil achieved several important goals in the first half of 2006. It started operations at its Peixe Angical hydroelectric plant, concluded its redundancy program, and issued new debentures. However, net income decreased due to one-time factors in 2005 and costs associated with the redundancy program. Overall the company is making progress on initiatives to reduce losses and position itself for continued growth.
The document provides an overview of Monsanto's third-quarter 2006 financial results and strategic initiatives. Key points include:
- Net sales for Q3 2006 were $2.348 billion, up 15% from Q3 2005, driven by growth in seeds and traits.
- Net income for Q3 2006 was $334 million, up 611% from Q3 2005, due to acquisitions and increased penetration of key traits.
- Monsanto is focusing on growth in traits like Roundup Ready 2 corn and developing product pipelines like drought-tolerant corn and Vistive III soybeans.
- The company aims to expand seeds and traits globally and leverage acquisitions like Seminis to unlock additional value
The document provides an overview of Monsanto's third-quarter 2006 financial results and strategic initiatives. Key points include:
- Net sales for Q3 2006 were $2.348 billion, up 15% from Q3 2005, driven by growth in seeds and traits.
- Net income for Q3 2006 was $334 million, up 611% from Q3 2005, due to acquisitions and increased penetration of key traits.
- Monsanto is focusing on growth in traits like Roundup Ready 2 corn and developing product pipelines like drought-tolerant corn and Vistive III soybeans.
- The company aims to expand seeds and traits globally and leverage acquisitions like Seminis to unlock additional value
The document summarizes Monsanto's third-quarter 2006 financial results and provides projections for key traits. Net sales increased 15% in the third quarter and 19% in the first nine months compared to the previous year. Net income increased significantly due to charges in the prior year related to acquisitions and Solutia. Projections show continued growth in acres of corn and cotton traits in the US through 2010 due to penetration, stacking, and new traits. Factors transitioning now will redefine the industry landscape by the end of the decade as seeds and traits strategies are established and competition increases.
The document provides an overview of Monsanto's third-quarter 2006 financial results and strategic initiatives. Key points include:
- Net sales for Q3 2006 were $2.348 billion, up 15% from Q3 2005, driven by growth in seeds and traits.
- Net income for Q3 2006 was $334 million, up 611% from Q3 2005, due to acquisitions and increased penetration of key traits.
- Monsanto is focusing on growth in traits like Roundup Ready 2 corn and developing product pipelines like drought-tolerant corn and Vistive III soybeans.
- The company aims to expand seeds and traits globally and leverage acquisitions like Seminis to unlock additional value
The document summarizes PPG Industries' third quarter 2008 financial results. It reports double-digit sales and earnings growth across many business segments. It also notes strong cash generation that has allowed over $650 million in debt reduction so far in 2008. Challenges in some segments like industrial coatings and automotive are also highlighted due to economic slowdowns. Overall, the company reports continued strong financial performance despite difficult market conditions in some areas.
Atmos Energy Corporation provides forward-looking statements about its business in this presentation. It operates natural gas utilities in 12 states and nonutility businesses in 22 states. The company has grown through acquisitions, becoming the largest pure-play natural gas distribution company based on customers. It aims to maximize core utility earnings through regulatory strategies including weather normalization adjustment mechanisms, gas cost recovery, and capital investment recovery riders. Nonutility operations in gas marketing and pipeline/storage complement the utility business.
PPG Industries reported strong financial performance in the second quarter of 2008. Sales grew 42% to a record $4.4 billion due to acquisition and organic growth. Segment earnings increased 18% despite inflationary pressures. Price increases contributed to growth, offsetting weak demand in automotive and construction. The company expects moderating growth and higher prices to offset costs in the third quarter.
Morgan Stanley Basic Materials Conferencefinance10
1) 3M's international operations represent its largest growth platform.
2) In 2005, international sales grew 5.8% with organic local-currency growth of 4.1% and acquisitions contributing 1.0% to growth.
3) Asia Pacific sales grew 10.6% in local currency in 2005.
The document provides an overview of Dow Chemical Company's Chairman and CEO Andrew Liveris' presentation at the Sanford Bernstein Strategic Decisions Conference on May 30, 2008. The presentation covers who Dow is as a global science and technology company, their unmatched strengths in integration, operational excellence, feedstock flexibility and global reach. It outlines Dow's strategy of moving towards more asset-light joint ventures and market-facing performance businesses, and investing in R&D and addressing global megatrends.
PPG Industries reported its second quarter 2008 financial results. Key highlights included double-digit growth in sales and segment earnings compared to the prior year. Adjusted earnings per share grew 12%. Cash generation was over $125 million ahead of the prior year. The SigmaKalon acquisition performed ahead of targets and was a key contributor to results. Overall, strong pricing actions and portfolio shifts helped offset weakness in some end markets.
MeadWestvaco reported financial results for the fourth quarter and full year of 2007. For the full year, sales increased 6% to $6.9 billion and business segment profit rose 7% to $584 million. The company sold non-strategic forestlands, completed a $400 million share buyback, and strengthened its global packaging platform. Input costs increased significantly but the company implemented price increases across all major grades to offset these costs. For the fourth quarter, sales rose 4% while business segment profit declined 3% due to higher input costs and weaker demand in some segments.
MeadWestvaco reported financial results for the fourth quarter and full year of 2007. For the full year, sales increased 6% to $6.9 billion and business segment profit rose 7% to $584 million. The company sold non-strategic forestlands, completed a $400 million share buyback, and strengthened its global packaging platform. Input costs increased significantly but the company implemented price increases across all major grades to offset these costs. For the fourth quarter, sales rose 4% while business segment profit declined 3% due to higher input costs and weaker demand in some segments.
The document provides an overview of M&A activity in 2007, noting that deal volumes continued to surge in the first half of the year, driven by strong stock markets and availability of capital. It analyzes valuation multiples and top buyers across various sectors. Additionally, the document outlines sample M&A transactions and analysis of the financial services vertical market.
George W. Buckley is the Chairman, President and CEO of 3M Company. The document provides an overview of 3M's 2008 outlook meeting, including discussions of the company's strategic focus on accelerating growth, premium returns and enhanced shareholder value. It summarizes 3M's financial performance in 2007, operational excellence initiatives, and outlook for double-digit earnings growth in 2008.
Detour Gold Corporation plans to build Canada's largest gold mine at its Detour Lake property in Ontario. Construction is 87% complete and gold production is scheduled to begin in early 2013. The mine is expected to produce an average of 657,000 ounces of gold annually over its mine life. Detour Gold has over 15 million ounces of gold reserves and the project presents an opportunity for significant cash flow and organic growth through expansion.
At&s company internet presentation february 2013AT&S_IR
AT&S presented information on its business, locations, markets, strategy, and recent half-year results. As the largest producer of printed circuit boards in Europe and India, AT&S has 6 production facilities worldwide and focuses on producing high-end technology circuit boards. It is expanding its capabilities with a new plant in Chongqing, China to produce integrated circuit substrates. In the recent half-year results, AT&S saw its turnover distributed across different regions and customer industries.
Similar to ArcelorMittal - Transforming Tomorrow, Lakshmi Mittal Investor Presentation, Paris 2007 (20)
Metalloinvest Presentation on Raw Materials in Russiajasmo
According to the Russian government's strategic development program, consumption of steel products in Russia is expected to increase 53% by 2015. Crude steel production in 2006 was over 70 million metric tons and is expected to continue growing at an average annual rate of 3.7%. By 2015, electric arc furnace steel production is forecasted to increase to 25 million metric tons. Russia's main steel exports are slabs and billets which make up about 50% of semifinished steel product exports. By 2015, continuous casting in Russia is projected to exceed 90% of total steel production.
Arcelor Mittal, South Africa, Investor Presentation, Paris Sept2007 Rick Reatojasmo
The document outlines an agenda for ArcelorMittal South Africa's Investors' Day, including:
1) An overview of the South African economy and steel market;
2) Details on ArcelorMittal South Africa's position as the largest producer of steel in South Africa, contributing significantly to GDP and employment;
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2. Disclaimer
Forward-Looking Statements
This document may contain forward-looking information and statements about ArcelorMittal S.A. including Arcelor S.A.
These statements include financial projections and estimates and their underlying assumptions, statements regarding
plans, objectives and expectations with respect to future operations, products and services, and statements regarding
future performance. Forward-looking statements may be identified by the words “believe,” “expect,” “anticipate,” “target”
or similar expressions. Although ArcelorMittal’s management believes that the expectations reflected in such forward-
looking statements are reasonable, investors and holders of ArcelorMittal’s securities are cautioned that forward-looking
information and statements are subject to numerous risks and uncertainties, many of which are difficult to predict and
generally beyond the control of ArcelorMittal, that could cause actual results and developments to differ materially and
adversely from those expressed in, or implied or projected by, the forward-looking information and statements. These
risks and uncertainties include those discussed or identified in the filings with the Netherlands Authority for the Financial
Markets, the Commission de Surveillance du Secteur Financier (“CSSF”), the Luxembourg securities regulator and the
U.S. Securities and Exchange Commission (“SEC”) made or to be made by ArcelorMittal or previously made by its
predecessor, Mittal Steel Company N.V. (“Mittal Steel”). ArcelorMittal undertakes no obligation to publicly update its
forward-looking statements, whether as a result of new information, future events, or otherwise.
Additional Information
In connection with the proposed merger of ArcelorMittal with Arcelor, Mittal Steel, ArcelorMittal and Arcelor have filed
and will file important documents with the relevant securities regulatory authorities, including the filing with the U.S.
Securities and Exchange Commission of a registration statement that will include a proxy statement/prospectus. The
proxy statement/prospectus will contain important information about the merger and related matters. ArcelorMittal and
Arcelor will make public such proxy statement/prospectus and mail the proxy statement/prospectus to the ArcelorMittal
U.S. shareholders. Additionally, a proxy statement/prospectus will be filed with the CSSF for European
shareholders. Investors and security holders are urged to read the applicable proxy statement/prospectus, and any
other relevant documents filed with the relevant securities regulatory authorities, when they become available and
before making any investment decision. U.S. shareholders will be able to obtain a free copy of the U.S. proxy
statement/prospectus (when available) and other related documents filed with the SEC by ArcelorMittal (and Mittal
Steel as its predecessor) and Arcelor at the SEC’s web site at www.sec.gov and from ArcelorMittal and Arcelor at
www.arcelormittal.com. European shareholders will be able to obtain the European proxy statement/prospectus (when
available) and the related documents at the registered office of Arcelor and ArcelorMittal and at www.arcelormittal.com.
1
3. Agenda
• 3 major achievements
• Industry opportunities and challenges
• Growth targets and strategy
• Conclusion
2
5. A successful proactive adjustment of
supply for improved market stability
Analysis steel downturns in the US market
HRC – North America domestic FOB US Midwest mill
since 1997
$/short ton
800
Date Length of the Drop in HRC
700
downturn price during
period
600
April 1997 to March 1999 24 months -33%
500
April 2000 to December 2001 21 months -36%
IC
RO
le
nab
400 July 2002 to July 2003 13 months -33%
tai
Sus
ost
hc
cas August 2004 to July 2005 12 months -39%
300
s try
Indu
July 2006 to January 2007 7 months -23%
200
J a -98
Ja 9
Ja 0
J a -01
J a -02
J a -03
J a -04
J a -05
J a -06
7
April 2007 to August 2007 5 months -12%
Ju 9
Ju 0
Ju 1
Ju 2
Ju 0 3
Ju 0 4
Ju 0 5
Ju 0 6
Ju 7
l-9
l-0
l-0
9
0
0
0
0
n-
n-
n-
n-
n-
n-
n-
n-
n-
l
l
l
l
l
l
l
Ju
ArcelorMittal step-change in the consolidation process has been the main
driver of a new market oriented behaviour
4
Source: SBB
6. A successful and faster than anticipated
integration
ArcelorMittal annualised synergies
Integration milestones
- Announcement of Group Management SG&A and other 1,280
Q3 Manufacturing & Process Optimisation
board Purchasing
2006
Marketing & Trading
- Value plan 2008 harmonised and synergies
target confirmed top down 973
- Integration office in place
- Internal roadshow
Q4
2006 - Announcement of the complete organisation 573
- Synergies target confirmed bottom-up and
incorporated in budget
Q1 - Launch of Web-TV and intra-net
2007 - Human Resources harmonisation 269
- Worldwide H&S day
- Closure of the integration office
Q2 - Brand launch
2007
- Acceleration of captured synergies Captured at Captured at Captured at Estimated at
31/12/06 31/03/07 30/06/07 30/09/07
More synergies captured in purchasing and SG&A than expected
5
7. A successful 3 dimensional strategy for
sustainability and for growth
Geography Value Chain
Products
Geographical breakdown of
Upstream and downstream
Shipments by products
production in 2006
integration
in 2006
Stainless Pipes & Tubes
2% 1%
Africa 100%
Wire products
7%
90%
Slabs
3%
North America
7%
80%
22%
CIS and Central Sections
70%
Asia 8%
HRC
10%
60%
Wire Rod 21%
8%
50%
40%
Bars & Rebars
Central & East
30%
9%
Europe South America
45
18% 20% 38
9%
Semi Long
CRC
10%
4%
10%
0%
Other flat
Internal iron ore Distribution through
4%
Coated
Tin plate
Plates production and AM3S
West Europe 16%
3%
4% strategic contracts
34%
A unique geographical and product diversification coupled with upstream and
downstream integration providing reduced risk and cyclicality
6
8. 3 achievements improving resilience
to cycle and preparing growth
ArcelorMittal EBITDA pro-forma
EBITDA growth dynamic from:
USD16bn USD14.9bn USD15.3bn
- Brownfield and greenfield expansion
USD 14.4-14.6bn
- Value added investment
- Mining and distribution growth
- Cost reduction and management gains
- Merger synergies
- Targeted acquisition
9m 2007G*
2004 2005 2006
HRC FOB US Midw est $/s.ton
Stability period Step change period
Pre-merger Post-merger
7
*Guidance
10. A new demand growth dynamic due to
China and emerging economies
World steel apparent demand from 1950 to 2006 Breakdown of world population
– millions of tonnes
Developed
World*
1400 15%
+7%/y
1200
China
22%
+1%/y
Emerging World
1000
63%
800
Steel consumption per capita in 2006 (kg)
600 +5%/y
500
400
400
300
467
200
200
266
100
0
86
0
19
19
19
19
19
20
50
60
70
80
90
00
Emerging World China Developed
World*
World steel market expected to grow by 3 to 5% per year for the next 10 years driven by
continuing industrialisation from China and emerging economies
9
* Developed world includes US, Canada, EU15, Japan and Korea
Source IISI
11. Chinese growth expected to continue at
strong pace in two of the “three Chinas”
Steel consumption per capita in 2006e (kg)* Steel consumption per capita in 2006 (kg)
1200
1000
800
600
1002
845
400
606
200
266
0
China Japan Taiw an Korea
West Middle Apparent consumption of finished steel (mt)*
Coastal
China China China 700
(80 kg) High case and low
(100 kg) 600
(575kg) case scenario
500
400
300
200
Development and Population
growth potential Migration 100
0
20 P
20 P
P
84
86
88
90
92
94
96
98
00
02
04
20 6
08
10
12
0
19
19
19
19
19
19
19
19
20
20
20
20
ArcelorMittal is well positioned to capture growth opportunities in China
through its different partnerships and participations
*IISI and ArcelorMittal estimates
10
12. Low steel consumption in South America
represents a growth opportunity
American population breakdown Steel consumption per capita in 2006 (kg)
600
400
Central 200 397
America 117
110
98
77
0
19%
Other Brasil Argentina Venezuela United
South States
America
US & Canada
Apparent consumption of finished steel (mt)*
38%
50
40
30
South 20
America
43%
10
0
P
P
P
94
96
98
00
02
04
06
08
10
12
19
19
19
20
20
20
20
20
20
20
Leader in the region and present in all products (Long, Flat & Stainless steel),
ArcelorMittal is ideally positioned to capture market growth
*IISI and ArcelorMittal estimates
11
13. Africa, Middle East and CIS new growth
supported by the oil and commodity boom
Population in Africa, Middle East and CIS (million) Apparent consumption of finished steel (mt)*
800
600
200
400
200
150
0
Middle East CIS Africa
Steel consumption per capita in 2006 (kg) 100
600
400
50
467
200
248
163
149
62 104
21 57
0 0
IS
*
st
e
a
t
a
a
ld
yp
P
P
P
in
Ea
si
94
96
98
00
02
04
06
C
ric
ric
or
08
10
12
a
us
Eg
er
Af
W
kr
Af
19
19
19
20
20
20
20
e
R
20
20
20
th
U
dl
th
d
er
id
O
e
th
u
M
op
So
O
el
ev
Africa Middle East CIS
D
Number 1 in Africa, CIS and principal supplier of steel to Middle East, ArcelorMittal
has a unique opportunity to leverage its position in those markets
*IISI and ArcelorMittal estimates
12
14. The very promising Indian steel
market
Indian steel industry and main greenfield projects Steel consumption per capita in 2006 (kg)
800
600
400 714
200
266
72
38
0
India South East China Japan &
Asia Korea
SAIL
Essar AM Jharkhand Apparent consumption of finished steel (mt)*
Tata
70
SAIL
POSCO 60
SAIL
Ispat AM Orissa 50
JSW
40
30
20
10
ArcelorMittal Greenfield projects
0
P
P
P
94
96
98
00
02
04
06
08
10
12
19
19
19
20
20
20
20
20
20
20
With 2 major greenfield projects in the country, ArcelorMittal is ideally positioned
to benefit from the strong and sustainable growth of the Indian market
*IISI and ArcelorMittal estimates
13
15. Mature markets to benefit from new
dynamic members in EU27 and NAFTA
Steel consumption per capita in 2006 (kg) Steel consumption per capita in 2006 (kg)
600 600
400 400
531
200 402
344 200 397
293
278
177
161
0
0
Romania Poland Turkey Other new EU 15
Mexico US Canada
EU (10)
Apparent consumption of finished steel (mt)* Apparent consumption of finished steel (mt)*
Central & East Europe European Union (15) Mexico US & Canada
300 200
250
150
200
150 100
100
50
50
0 0
P
P
P
P
P
P
94
96
98
00
02
04
06
94
96
98
00
02
04
06
08
10
12
08
10
12
19
19
19
20
20
20
20
19
19
19
20
20
20
20
20
20
20
20
20
20
Approx. 50% of the EU27 and NAFTA growth is expected to come from Central & East
Europe and Mexico where ArcelorMittal is the leading steel producer
*IISI and ArcelorMittal estimates
14
16. Facing the new challenges
of the steel industry
– Expanding capacity to answer demand growth without creating
over-capacity
Growth
Systematically challenging investments projects
– Responding to customer demands for improved services, quality
and innovations
Product
Investing in value added products and downstream
– Facing constant cost pressure in particular from raw materials
and energy
Cost
Realising operational excellence and global sourcing
– Assuming Corporate Social Responsibility and facing global
Sustainable warming
Development Implementing ambitious CSR strategies
ArcelorMittal strategy to answer the industry’s new challenges
15
18. An internal growth plan of more than
20%* increase in shipments by 2012
World crude steel production (million tonnes) ArcelorMittal shipments (million tonnes)
1,800
1,500 - 1,600
1,600 131
140 126
1,400 1,244
120 111
1,200
100
1,000
80
800
60
600
40
400
20
200
- 0
2006 2012P 2006 2012 including 2012 including
projects done or projects under
approved study
World steel production expected to grow
between 20% and 30% by year 2012 (or a Internal growth plan target to increase
yearly growth rate of 3% to 5%, depending ArceloMittal shipments by 22mt* to
on high or low case scenario 130mt by year 2012
ArcelorMittal target for internal growth matching world market low case
scenario growth to ensure healthy supply/demand equilibrium
*Internal growth related to internal investment projects done, approved and under study. Volumes in 2012 are excluding Sparrows point 17
disposal and European remedies and includes Sicartsa acquisition
19. A very achievable target considering
leadership in high growth markets
ArclorMittal production breakdown and market position in 2006 Uncontested global leadership
and capability in:
Latin Am erica Rank No 1
13%
• Marketing
• Purchasing
• Human Resources
Central & East
Rank No 1 • Industrial assets
Europe
18%
• Mining assets
West Europe,
• Technology
US & Canada
• R&D
52% CIS and
Rank No 2 • Financials
Central Asia
10%
… to provide leverage for high
Africa
Rank No 1
return growth in emerging
7%
economies
Approximately half of ArcelorMittal industrial network is located in
high potential growth markets
18
20. Value chain and product growth
adding to volume growth plan
Mining Distribution
Product
growth growth
growth
Iron ore production internal Value added products and AM3S volume increase
growth plan (mt)* enhancement target (mt) target (mt)**
20
70 66
18
20
58
60 +6m t
16
53
14m t
51
+60%
14
50
45
15
12
40
10
10
30 8
6
20
5
4
10
2
0 0
0
Co ated CRC Sectio ns P lates Tin plate Upgraded
2006 2007 2008 2009 2010 2006 2012
pro ducts
by 2012
3 dimension growth strategy not only focused on internal capacity
growth but also mining, distribution and value added mix growth
*excluding strategic contracts Cleveland Cliffs (11.2mt), South Africa (8.5mt) and Brazil (1.4mt)
19
**excluding trading
21. Achieving cost leadership and
operational excellence
Steel industry HRC production cash cost in H2 2006e* ArcelorMittal HRC production cash cost in H2 2006
500
500
Average 420 USD/t
Average 390 USD/t
400 400
300 300
200 200
100 100
0
0
IS
IS
Am a
a
a
n
a
a
a
pe
a
e
ric
ic
ic
pa
ic
ic
si
n
op
C
C
ro
hi
er
er
er
er
fA
Af
Ja
r
&
C
Eu
Eu
Am
Am
Am
to
a
ri c
es
th
th
h
h
Af
ut
ut
R
or
or
So
So
N
N
Example of initiatives
Group strategy
• Knowledge management and best practice • Transfer of best practice from Europe and Brazil to US
• Practical good capital management • Specific energy cost reduction in FCA
• Development of a competitive supply base • Increasing sourcing from China and alternative suppliers
ArcelorMittal strategy is not only about growth but also continuous
cost reduction beyond merger synergies
* WSD, JPM, BCG and ArcelorMittal estimates
20
22. Implementing a Corporate Social
Responsibility strategy
Human
Environment Communities Shareholders
Resources
Communities
Social Environmental Corporate
Commitments
Commitments Commitments Governance
Commitments
• Local economic • Board independence
• Greenhouse gas
• Health & Safety
development
emissions
• Foundation for social
• Waste, water resources • Equal rights among
• Social dialogue
investment practice
and pollution shareholders
• Community
• Research & • Best in class
• Human rights and best
engagement around
Development of product shareholder dialogue
in class labour
new acquisition and
sustainability
standards
resettlements
12 commitments to transform tomorrow
21
24. ArcelorMittal new dynamic
A strong resilience to economic cycle
An ambitious internal growth plan
Long term Greenfield projects and M&A to accelerate growth
Question 1
ArcelorMittal deserves a premium to Steel industry multiples
due to:
1 - Uncontested leadership
2 - More stable profile
3 - Superior growth profile
4 - Combination of above points
5 - Does not deserve a premium
Transforming tomorrow
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