- Finning International provides mining and power systems solutions across Canada, South America, and the UK/Ireland.
- The company has a unique value proposition due to geographic and industry diversification, strong market positions, and a large installed equipment base that drives resilient product support revenue.
- Management is focused on operational excellence, disciplined growth, and balance sheet deleverage to achieve financial targets including sequential EBIT margin expansion, a return on equity over 18%, and strengthening the balance sheet.
Fiscal 2005 was an important year for ArvinMeritor as they made progress positioning the company for long-term success despite challenges in the industry. Sales increased 11% to $8.9 billion while net income improved to $12 million from a loss of $42 million. The company streamlined operations through restructuring, divested certain businesses, and secured new business contracts. ArvinMeritor also increased research spending and focused on developing solutions for safety, mobility, and the environment to create value for its automotive customers.
The document outlines the key topics in Chapter 2 of the Operations Management textbook, including developing missions and strategies, achieving competitive advantage, global operations strategy options, and cultural and ethical issues in global operations. It provides examples of company missions from FedEx, Merck, and Hard Rock Cafe to illustrate what a mission statement communicates. It also gives sample missions for operations management departments.
Merrill Lynch Global Power & Gas Leaders Presentationfinance14
The document is a presentation by Exelon Corporation to investors at the Merrill Lynch Power & Gas Leaders Conference on September 25, 2007. It summarizes Exelon's strategic direction of protecting current value while growing long-term value through operational excellence, supporting competitive markets, and evaluating new growth opportunities. It highlights Exelon's strong financial performance with 12% annual operating EPS growth since 2000, and expectations for continued growth through 2011 driven by its generation business and ComEd's regulatory recovery plan. The presentation also reviews Exelon's financial policies and balance sheet capacity, positioning it well for future opportunities.
Finning toronto & montreal presentation sep 12 to 14, 2012_websiteFinningInternational
This document provides an investor presentation by Finning International Inc., which is the world's largest Caterpillar dealer. The summary includes:
1) Finning operates in Canada, South America, and the UK/Ireland, employs 15,000 people, and services key industries like mining and construction.
2) Finning's value proposition is providing Caterpillar equipment combined with their unmatched service capabilities to create value for customers.
3) Finning has a strong core business in product support and aims to drive operational excellence, complete acquisitions, and achieve earnings growth targets.
1) SAIC achieved strong financial results in FY2008, with revenues of $8.94 billion, up 11% from FY2007, and operating income of $666 million, up 16% from the previous year.
2) SAIC completed strategic acquisitions to expand in energy, infrastructure, and environment areas and appointed a new COO, Larry Prior, to lead organizational transition efforts.
3) Project Alignment is a major multi-year initiative to improve performance by integrating HR, finance, IT and other functions into a shared services model across the company.
NiSource Inc. is the parent company of utilities that distribute natural gas. In 2005, the company made progress on its four-point plan for growth despite challenges. Key accomplishments included expanding its pipeline and storage network through projects like the Hardy Storage Project, pursuing regulatory and commercial initiatives, improving financial management, and reducing expenses. However, the company recognizes it still faces issues like high gas prices reducing customer usage that could impact growth plans and ongoing losses at its Whiting Clean Energy division that require resolution. The CEO pledges to keep communicating with shareholders about decisions on addressing these remaining challenges.
The document provides an overview of Premier Oil's 2011 annual results presentation. It discusses key highlights from 2011 including increased production to 60,000 boepd, increased reserves and resources to 527 mmboe, and increased financial strength. The presentation outlines Premier's path to reaching 100,000 boepd of production from existing projects in its portfolio and provides operational and exploration updates.
The document is Caterpillar's 2004 annual report. It highlights that 2004 was a very successful year where Caterpillar set sales, revenue, and profit per share records. The company's sales increased over $7 billion and it surpassed its $30 billion sales goal two years ahead of schedule. The report discusses Caterpillar's strong position for future success due to its technology leadership, global footprint, focus on key industries, and emphasis on people. It celebrates the accomplishments of Caterpillar's employees around the world.
Fiscal 2005 was an important year for ArvinMeritor as they made progress positioning the company for long-term success despite challenges in the industry. Sales increased 11% to $8.9 billion while net income improved to $12 million from a loss of $42 million. The company streamlined operations through restructuring, divested certain businesses, and secured new business contracts. ArvinMeritor also increased research spending and focused on developing solutions for safety, mobility, and the environment to create value for its automotive customers.
The document outlines the key topics in Chapter 2 of the Operations Management textbook, including developing missions and strategies, achieving competitive advantage, global operations strategy options, and cultural and ethical issues in global operations. It provides examples of company missions from FedEx, Merck, and Hard Rock Cafe to illustrate what a mission statement communicates. It also gives sample missions for operations management departments.
Merrill Lynch Global Power & Gas Leaders Presentationfinance14
The document is a presentation by Exelon Corporation to investors at the Merrill Lynch Power & Gas Leaders Conference on September 25, 2007. It summarizes Exelon's strategic direction of protecting current value while growing long-term value through operational excellence, supporting competitive markets, and evaluating new growth opportunities. It highlights Exelon's strong financial performance with 12% annual operating EPS growth since 2000, and expectations for continued growth through 2011 driven by its generation business and ComEd's regulatory recovery plan. The presentation also reviews Exelon's financial policies and balance sheet capacity, positioning it well for future opportunities.
Finning toronto & montreal presentation sep 12 to 14, 2012_websiteFinningInternational
This document provides an investor presentation by Finning International Inc., which is the world's largest Caterpillar dealer. The summary includes:
1) Finning operates in Canada, South America, and the UK/Ireland, employs 15,000 people, and services key industries like mining and construction.
2) Finning's value proposition is providing Caterpillar equipment combined with their unmatched service capabilities to create value for customers.
3) Finning has a strong core business in product support and aims to drive operational excellence, complete acquisitions, and achieve earnings growth targets.
1) SAIC achieved strong financial results in FY2008, with revenues of $8.94 billion, up 11% from FY2007, and operating income of $666 million, up 16% from the previous year.
2) SAIC completed strategic acquisitions to expand in energy, infrastructure, and environment areas and appointed a new COO, Larry Prior, to lead organizational transition efforts.
3) Project Alignment is a major multi-year initiative to improve performance by integrating HR, finance, IT and other functions into a shared services model across the company.
NiSource Inc. is the parent company of utilities that distribute natural gas. In 2005, the company made progress on its four-point plan for growth despite challenges. Key accomplishments included expanding its pipeline and storage network through projects like the Hardy Storage Project, pursuing regulatory and commercial initiatives, improving financial management, and reducing expenses. However, the company recognizes it still faces issues like high gas prices reducing customer usage that could impact growth plans and ongoing losses at its Whiting Clean Energy division that require resolution. The CEO pledges to keep communicating with shareholders about decisions on addressing these remaining challenges.
The document provides an overview of Premier Oil's 2011 annual results presentation. It discusses key highlights from 2011 including increased production to 60,000 boepd, increased reserves and resources to 527 mmboe, and increased financial strength. The presentation outlines Premier's path to reaching 100,000 boepd of production from existing projects in its portfolio and provides operational and exploration updates.
The document is Caterpillar's 2004 annual report. It highlights that 2004 was a very successful year where Caterpillar set sales, revenue, and profit per share records. The company's sales increased over $7 billion and it surpassed its $30 billion sales goal two years ahead of schedule. The report discusses Caterpillar's strong position for future success due to its technology leadership, global footprint, focus on key industries, and emphasis on people. It celebrates the accomplishments of Caterpillar's employees around the world.
- KBR is a leading global engineering and construction company with over $13 billion in backlog and operations in over 45 countries.
- The presentation discusses KBR's business units and strategic growth opportunities in each, including leveraging LNG expertise, expanding government services, and investing in new technologies.
- KBR aims to be the preferred contractor through best-in-class risk management and execution capabilities. Financial performance is improving with growing backlog and recurring business unit income.
Areva T&D India reported significantly lower revenues and profits for the first quarter of 2010 compared to the previous year. Revenue declined 10.7% and net profit declined 93.2% due to slower order execution, margin pressure from increased competition, higher costs, and mark-to-market losses. The order backlog grew 17.5% but the outlook remains uncertain due to the pending acquisition of Areva T&D by Alstom-Schneider. The document provides details on financial performance and evaluates the company's valuation.
Corning Inc. is a 152-year-old diversified technology company that focuses on high-impact growth opportunities through specialty glass, ceramics, polymers, and light manipulation. It develops innovative products for telecommunications, displays, environmental, life sciences, semiconductors, and other materials markets. The 2003 annual report discusses priorities of protecting financial health, returning to profitability, and continuing to invest in the future. It emphasizes growth through global innovation, achieving balance and stability, and preserving trust through living the company's values.
The document provides information about Newmont Mining Corporation's upcoming roadshow in London on October 14-15, 2008. It includes cautionary statements about forward-looking projections, an explanation of non-GAAP financial measures, and discusses Newmont's operational and financial performance in the first half of 2008. The presentation highlights Newmont's leading cost containment efforts, ongoing project execution, and positive long-term outlook for gold prices.
SAIC delivered strong financial and technical performance in fiscal year 2005. Revenues increased 23% to $7.2 billion and operating income rose 24%. SAIC won many new contracts and saw record contract awards and backlog. Going forward, SAIC aims to capture larger systems integration contracts while maintaining an entrepreneurial culture and pursuing new opportunities in areas like digital oilfield technology. SAIC also seeks to strengthen workforce diversity and development.
SAIC's employees are dedicated to delivering innovative solutions to support clients worldwide, particularly those on the front lines of homeland security and the war in Iraq. The document discusses several ways SAIC supports homeland security, including through emergency preparedness and response training, securing borders and transportation, and responding to nuclear, biological, and chemical threats. SAIC has extensive experience supporting government agencies and was chosen to integrate the new Department of Homeland Security's data network.
This document discusses Celanese Corporation's presentation at the Citi 5th Annual Small and Mid-Cap Conference on March 18, 2008. It begins with forward-looking statements and information on non-GAAP financial measures. Then, it provides an overview of Celanese as a leading global producer of chemicals and advanced materials. Finally, it outlines Celanese's strategies and growth opportunities in its key business segments to achieve its 2010 objectives of increasing operating EBITDA by $350-400 million.
The document is SAIC's annual report for fiscal year 2006. It summarizes SAIC's financial performance for the year, highlighting increased revenues of $7.8 billion, net income of $927 million, and diluted earnings per share of $5.15. It also outlines SAIC's strategic business areas of homeland security, intelligence solutions, defense transformation, logistics and transportation, systems engineering and integration, and research and development. The report discusses SAIC's response to hurricanes Katrina and Rita and its commitment to customers, employees, and shareholders.
The document provides an overview of Newmont Mining Corporation's Denver Gold Show presentation on September 10, 2008. It discusses Newmont's operational execution, project pipeline, exploration targets including Boddington, Turf, and Callie Deeps, and financial results for H1 2008. It highlights Newmont's leading cost containment efforts and superior leverage to rising gold prices compared to its peers. The presentation emphasizes Newmont's focus on consistent operating performance and project delivery to create shareholder value.
1) BRProperties reported a 71% increase in 3Q11 net revenues and a 622% increase in 3Q11 net income compared to the previous year.
2) The company achieved an adjusted EBITDA margin of 93% for 3Q11 and experienced a significant decrease in portfolio vacancy levels.
3) Financial highlights also included an adjusted FFO of R$42.5 million for 3Q11 with a margin of 46%, and net debt of R$1.096 billion at the end of 3Q11, comprised primarily of long term debt indexed to CDI rates.
This annual report summary covers Caterpillar's record financial results in 2005, including sales and revenues of $36.34 billion and profits of $2.85 billion. Caterpillar's order backlog indicates continued market strength in 2006. The company implemented a new enterprise strategy in 2005 focused on people, product, process performance, and profitable growth. Key goals include improving employee safety, product quality, and order-to-delivery times. Caterpillar remains the global leader in its industries and is well positioned for more growth, with a target of $50 billion in sales by 2010. Challenges include making further safety, quality, and availability improvements to maintain leadership.
1) This document presents information about SEB, a Nordic-Baltic banking group. It discusses SEB's markets, business areas, strategies for growth, and managing risks in the Baltic countries.
2) SEB has significant operations in the Nordic countries, Baltic countries, and Germany. Its main business areas are merchant banking, retail banking, and wealth management.
3) SEB's strategy is to focus on areas of strength, coordinate its universal banking offering, and achieve sustainable profit growth through productivity and operational excellence initiatives.
This document provides a 3-page annual report for SAIC, a technology and engineering company, for their 35th anniversary in 2004. It summarizes SAIC's history and accomplishments over 35 years, including helping analyze nuclear weapons, undertaking projects in nuclear energy and healthcare, and solving difficult problems for customers in many fields. It discusses SAIC's continued commitment to employee ownership and customer focus. The message to stockholders outlines SAIC's strategies under new CEO Ken Dahlberg to better serve customers, recommit to traditional values, and drive continued growth, including reorganizing into fewer customer-focused units and setting a goal to double the company's value in 5 years.
The document is a presentation from Lehman Brothers on Celanese Corporation's High Yield Bond and Syndicated Loan Conference on March 14, 2008. It discusses Celanese's businesses, strategies, and financial performance. Specifically, it outlines Celanese's portfolio of businesses, geographic presence, growth objectives through 2010 aimed at increasing operating EBITDA by $350-400 million, strong cash flow generation, Asia growth strategy centered around a new complex in Nanjing, opportunities in advanced engineered materials and consumer/industrial specialties, and technology enhancements opening $1 billion in new opportunities in industrial specialties.
Dean Foods reported financial results for the fourth quarter and full year of 2008. The company had strong profit growth in the fourth quarter, with adjusted operating income increasing 27% compared to the fourth quarter of 2007. For the full year, Dean Foods recovered from a weak first quarter, with adjusted operating income growing 7% despite high dairy commodity costs. The company significantly reduced debt in 2008 and expects continued earnings growth in 2009, led by the DSD Dairy and WhiteWave-Morningstar segments. Dean Foods is well positioned for 2009 despite volatility in dairy markets.
ExxonMobil delivered record financial results in 2003, achieving $21.5 billion in net income and $30.8 billion in cash flow from operations. Return on capital employed was a strong 21%. The company increased its annual dividend for the 21st consecutive year and returned over $11.5 billion to shareholders through dividends and share repurchases. Several major projects commenced production during the year and others are progressing to provide long-term oil and gas resources while prioritizing safety, environmental protection, and shareholder returns.
This document provides an overview of Granger Reis, an executive search and consultancy firm. It discusses Granger Reis' developed competitive advantages through their industry expertise, proven track record, and tailored service. It highlights their independence and client-focused approach. The document also describes Granger Reis' people and specialist industry knowledge, as well as their search and selection and consultancy services to help clients find the best talent and improve recruitment.
1) Mike Waites, President and CEO of Finning International Inc., presented at the CIBC Whistler Institutional Investor Conference on January 19, 2012.
2) Finning is well positioned for growth as the exclusive Caterpillar dealer in resource-rich territories with unmatched product support capabilities.
3) Waites discussed Finning's strategic priorities to become CAT's best global partner, including operational excellence, sales and solutions growth, and safety. He also outlined expectations to meet financial commitments around revenue growth, improved operating leverage, and investing to maintain competitive advantage.
This presentation by Mike Waites, President & CEO of Finning International Inc., provides an overview of the company and its strategy moving forward. Finning is the exclusive Caterpillar dealer in Canada, Chile, UK and Ireland, with unmatched product support capabilities. The company's vision is to become CAT's best global business partner by providing unrivaled services. Finning will focus on operational excellence, pursuing growth opportunities, generating solid free cash flow, and cultivating a high performance culture. Key initiatives include growing product support, implementing a new ERP system, disciplined capital spending, and investing in technical training.
This document provides an overview of Finning International Inc. for investors. Finning is the world's largest Caterpillar dealer, operating in Canada, South America, and Europe. It generates revenue primarily from mining, construction, and power systems industries. The document discusses Finning's market position and growth strategy, which involves achieving operational excellence, global solutions leadership, and strategic acquisitions to become Caterpillar's best global partner by 2015. It also notes Finning's focus on safety and customer service.
du pont 2005 Annual Meeting Proxy Statementfinance9
The document summarizes an investor meeting held by DuPont to increase shareholder value through productivity advancement, capital deployment, and growth acceleration. The agenda includes opening remarks, presentations on productivity advancement through cost improvements and process streamlining, capital deployment by reallocating resources from low-return businesses, and growth acceleration through bio-based materials expansion. Metrics like fixed costs as a percentage of sales and return on invested capital will be used to track performance. Specific initiatives involve tight cost control, benchmarking processes, implementing lean supply chains, and conducting streamlining pilots. The goal is to improve returns by at least 3 points over 3 years through these actions.
The document is an agenda for the AANY Detroit Automotive Conference on January 8, 2004. It includes a strategic overview presentation by the Chairman and CEO of Lear Corporation, as well as presentations on industry challenges, Lear's sales backlog and 2004 financial guidance. Lear is a leading automotive interior supplier focused on profitable growth. It has a large sales backlog supporting continued growth and its 2004 outlook forecasts record sales and earnings. Lear is well positioned despite challenges in the automotive industry through its customer-focused strategy and flexible cost structure.
- KBR is a leading global engineering and construction company with over $13 billion in backlog and operations in over 45 countries.
- The presentation discusses KBR's business units and strategic growth opportunities in each, including leveraging LNG expertise, expanding government services, and investing in new technologies.
- KBR aims to be the preferred contractor through best-in-class risk management and execution capabilities. Financial performance is improving with growing backlog and recurring business unit income.
Areva T&D India reported significantly lower revenues and profits for the first quarter of 2010 compared to the previous year. Revenue declined 10.7% and net profit declined 93.2% due to slower order execution, margin pressure from increased competition, higher costs, and mark-to-market losses. The order backlog grew 17.5% but the outlook remains uncertain due to the pending acquisition of Areva T&D by Alstom-Schneider. The document provides details on financial performance and evaluates the company's valuation.
Corning Inc. is a 152-year-old diversified technology company that focuses on high-impact growth opportunities through specialty glass, ceramics, polymers, and light manipulation. It develops innovative products for telecommunications, displays, environmental, life sciences, semiconductors, and other materials markets. The 2003 annual report discusses priorities of protecting financial health, returning to profitability, and continuing to invest in the future. It emphasizes growth through global innovation, achieving balance and stability, and preserving trust through living the company's values.
The document provides information about Newmont Mining Corporation's upcoming roadshow in London on October 14-15, 2008. It includes cautionary statements about forward-looking projections, an explanation of non-GAAP financial measures, and discusses Newmont's operational and financial performance in the first half of 2008. The presentation highlights Newmont's leading cost containment efforts, ongoing project execution, and positive long-term outlook for gold prices.
SAIC delivered strong financial and technical performance in fiscal year 2005. Revenues increased 23% to $7.2 billion and operating income rose 24%. SAIC won many new contracts and saw record contract awards and backlog. Going forward, SAIC aims to capture larger systems integration contracts while maintaining an entrepreneurial culture and pursuing new opportunities in areas like digital oilfield technology. SAIC also seeks to strengthen workforce diversity and development.
SAIC's employees are dedicated to delivering innovative solutions to support clients worldwide, particularly those on the front lines of homeland security and the war in Iraq. The document discusses several ways SAIC supports homeland security, including through emergency preparedness and response training, securing borders and transportation, and responding to nuclear, biological, and chemical threats. SAIC has extensive experience supporting government agencies and was chosen to integrate the new Department of Homeland Security's data network.
This document discusses Celanese Corporation's presentation at the Citi 5th Annual Small and Mid-Cap Conference on March 18, 2008. It begins with forward-looking statements and information on non-GAAP financial measures. Then, it provides an overview of Celanese as a leading global producer of chemicals and advanced materials. Finally, it outlines Celanese's strategies and growth opportunities in its key business segments to achieve its 2010 objectives of increasing operating EBITDA by $350-400 million.
The document is SAIC's annual report for fiscal year 2006. It summarizes SAIC's financial performance for the year, highlighting increased revenues of $7.8 billion, net income of $927 million, and diluted earnings per share of $5.15. It also outlines SAIC's strategic business areas of homeland security, intelligence solutions, defense transformation, logistics and transportation, systems engineering and integration, and research and development. The report discusses SAIC's response to hurricanes Katrina and Rita and its commitment to customers, employees, and shareholders.
The document provides an overview of Newmont Mining Corporation's Denver Gold Show presentation on September 10, 2008. It discusses Newmont's operational execution, project pipeline, exploration targets including Boddington, Turf, and Callie Deeps, and financial results for H1 2008. It highlights Newmont's leading cost containment efforts and superior leverage to rising gold prices compared to its peers. The presentation emphasizes Newmont's focus on consistent operating performance and project delivery to create shareholder value.
1) BRProperties reported a 71% increase in 3Q11 net revenues and a 622% increase in 3Q11 net income compared to the previous year.
2) The company achieved an adjusted EBITDA margin of 93% for 3Q11 and experienced a significant decrease in portfolio vacancy levels.
3) Financial highlights also included an adjusted FFO of R$42.5 million for 3Q11 with a margin of 46%, and net debt of R$1.096 billion at the end of 3Q11, comprised primarily of long term debt indexed to CDI rates.
This annual report summary covers Caterpillar's record financial results in 2005, including sales and revenues of $36.34 billion and profits of $2.85 billion. Caterpillar's order backlog indicates continued market strength in 2006. The company implemented a new enterprise strategy in 2005 focused on people, product, process performance, and profitable growth. Key goals include improving employee safety, product quality, and order-to-delivery times. Caterpillar remains the global leader in its industries and is well positioned for more growth, with a target of $50 billion in sales by 2010. Challenges include making further safety, quality, and availability improvements to maintain leadership.
1) This document presents information about SEB, a Nordic-Baltic banking group. It discusses SEB's markets, business areas, strategies for growth, and managing risks in the Baltic countries.
2) SEB has significant operations in the Nordic countries, Baltic countries, and Germany. Its main business areas are merchant banking, retail banking, and wealth management.
3) SEB's strategy is to focus on areas of strength, coordinate its universal banking offering, and achieve sustainable profit growth through productivity and operational excellence initiatives.
This document provides a 3-page annual report for SAIC, a technology and engineering company, for their 35th anniversary in 2004. It summarizes SAIC's history and accomplishments over 35 years, including helping analyze nuclear weapons, undertaking projects in nuclear energy and healthcare, and solving difficult problems for customers in many fields. It discusses SAIC's continued commitment to employee ownership and customer focus. The message to stockholders outlines SAIC's strategies under new CEO Ken Dahlberg to better serve customers, recommit to traditional values, and drive continued growth, including reorganizing into fewer customer-focused units and setting a goal to double the company's value in 5 years.
The document is a presentation from Lehman Brothers on Celanese Corporation's High Yield Bond and Syndicated Loan Conference on March 14, 2008. It discusses Celanese's businesses, strategies, and financial performance. Specifically, it outlines Celanese's portfolio of businesses, geographic presence, growth objectives through 2010 aimed at increasing operating EBITDA by $350-400 million, strong cash flow generation, Asia growth strategy centered around a new complex in Nanjing, opportunities in advanced engineered materials and consumer/industrial specialties, and technology enhancements opening $1 billion in new opportunities in industrial specialties.
Dean Foods reported financial results for the fourth quarter and full year of 2008. The company had strong profit growth in the fourth quarter, with adjusted operating income increasing 27% compared to the fourth quarter of 2007. For the full year, Dean Foods recovered from a weak first quarter, with adjusted operating income growing 7% despite high dairy commodity costs. The company significantly reduced debt in 2008 and expects continued earnings growth in 2009, led by the DSD Dairy and WhiteWave-Morningstar segments. Dean Foods is well positioned for 2009 despite volatility in dairy markets.
ExxonMobil delivered record financial results in 2003, achieving $21.5 billion in net income and $30.8 billion in cash flow from operations. Return on capital employed was a strong 21%. The company increased its annual dividend for the 21st consecutive year and returned over $11.5 billion to shareholders through dividends and share repurchases. Several major projects commenced production during the year and others are progressing to provide long-term oil and gas resources while prioritizing safety, environmental protection, and shareholder returns.
This document provides an overview of Granger Reis, an executive search and consultancy firm. It discusses Granger Reis' developed competitive advantages through their industry expertise, proven track record, and tailored service. It highlights their independence and client-focused approach. The document also describes Granger Reis' people and specialist industry knowledge, as well as their search and selection and consultancy services to help clients find the best talent and improve recruitment.
1) Mike Waites, President and CEO of Finning International Inc., presented at the CIBC Whistler Institutional Investor Conference on January 19, 2012.
2) Finning is well positioned for growth as the exclusive Caterpillar dealer in resource-rich territories with unmatched product support capabilities.
3) Waites discussed Finning's strategic priorities to become CAT's best global partner, including operational excellence, sales and solutions growth, and safety. He also outlined expectations to meet financial commitments around revenue growth, improved operating leverage, and investing to maintain competitive advantage.
This presentation by Mike Waites, President & CEO of Finning International Inc., provides an overview of the company and its strategy moving forward. Finning is the exclusive Caterpillar dealer in Canada, Chile, UK and Ireland, with unmatched product support capabilities. The company's vision is to become CAT's best global business partner by providing unrivaled services. Finning will focus on operational excellence, pursuing growth opportunities, generating solid free cash flow, and cultivating a high performance culture. Key initiatives include growing product support, implementing a new ERP system, disciplined capital spending, and investing in technical training.
This document provides an overview of Finning International Inc. for investors. Finning is the world's largest Caterpillar dealer, operating in Canada, South America, and Europe. It generates revenue primarily from mining, construction, and power systems industries. The document discusses Finning's market position and growth strategy, which involves achieving operational excellence, global solutions leadership, and strategic acquisitions to become Caterpillar's best global partner by 2015. It also notes Finning's focus on safety and customer service.
du pont 2005 Annual Meeting Proxy Statementfinance9
The document summarizes an investor meeting held by DuPont to increase shareholder value through productivity advancement, capital deployment, and growth acceleration. The agenda includes opening remarks, presentations on productivity advancement through cost improvements and process streamlining, capital deployment by reallocating resources from low-return businesses, and growth acceleration through bio-based materials expansion. Metrics like fixed costs as a percentage of sales and return on invested capital will be used to track performance. Specific initiatives involve tight cost control, benchmarking processes, implementing lean supply chains, and conducting streamlining pilots. The goal is to improve returns by at least 3 points over 3 years through these actions.
The document is an agenda for the AANY Detroit Automotive Conference on January 8, 2004. It includes a strategic overview presentation by the Chairman and CEO of Lear Corporation, as well as presentations on industry challenges, Lear's sales backlog and 2004 financial guidance. Lear is a leading automotive interior supplier focused on profitable growth. It has a large sales backlog supporting continued growth and its 2004 outlook forecasts record sales and earnings. Lear is well positioned despite challenges in the automotive industry through its customer-focused strategy and flexible cost structure.
Compvue a California-based company providing IT and BPO services to major businesses in areas of compliance, finance & accounting, recruitment, IT, HR, billing, customer help-desk and other non-core back office operations. Over the years we have helped start-ups and big businesses increase revenues and cut down on operational expenses. You too can benefit on similar lines - at a fraction of the cost.
1) Mike Waites, President and CEO of Finning International Inc., presented at an investor presentation on March 21, 2012.
2) Finning is the world's largest Caterpillar dealer, operating in Canada, South America, and the UK/Ireland with over 13,500 employees.
3) The presentation provided an overview of Finning's business segments, markets, financial results, and growth strategy to become Caterpillar's best global partner by 2015 through operational excellence, leadership, and acquisitions.
The document summarizes an analyst and investor day event for ADVA Optical Networking. It includes a disclaimer about forward-looking statements, information on pro forma financial reporting, an agenda for presentations and demos, and discusses ADVA's focus on innovation for growth markets like mobility and their leadership in Ethernet solutions.
The document provides an overview of 3M Company's performance in 2007 and outlook for 2008 from the perspective of George Buckley, Chairman and CEO. Some key points:
- 3M overcame challenges like the sale of its pharmaceutical business but still delivered double-digit earnings growth in 2007.
- The company has a diverse portfolio of businesses that provides stability. It focuses on innovation, international expansion, and operational excellence.
- 3M expects to continue investing in growth while maintaining strong margins and returns through actions like acquisitions, supply chain optimization, and productivity gains.
Vince Timpano, President and CEO of Aimia Canada, outlines Aimia's full suite of loyalty products and services including Coalition Loyalty, Proprietary Loyalty, Loyalty Analytics, and Intelligent Shopper Solutions. In FY2011, Aimia Canada generated $1.3 billion in gross billings, $373 million in AEBITDA, and employed 1,895 people. Aimia sees significant potential to grow in the Canadian market by deepening loyalty program penetration of consumer spending and evolving the loyalty value chain. Aimia is uniquely positioned to take advantage of new opportunities from transforming loyalty programs using customer data and advanced analytics.
More Than Just Buying Well - The Intelligent Way to Defend ProfitsSAP Ariba
The document discusses how commodity price volatility has negatively impacted company profits in recent years. It notes that while companies previously passed on higher commodity costs to consumers, more recently they have absorbed these costs, reducing profits. The document reports on a survey that found commodity price swings eroded company earnings over the past year and are expected to continue doing so. Most companies now see more volatility than in the past, affecting key cost areas like energy, raw materials, and transportation across different regions. Proper sourcing is presented as a way to help manage this volatility.
This document summarizes a presentation given by Lear Corporation at an industrial conference. It discusses Lear's strategic overview and financial performance. Lear is the world's largest automotive interior supplier, with record sales and improving financial metrics. It aims to profitably grow its business globally by leveraging its leadership position and expanding in Europe and Asia. Lear also generates strong cash flow and has a record backlog to support continued growth. The presentation outlines Lear's goals for 2004 of achieving further sales and earnings growth through operational excellence and innovation.
This document provides an agenda and background information for a Cummins Inc. investor conference being held at the Jamestown Engine Plant. The agenda includes presentations from Cummins leadership on topics like earnings growth, macro trends, emerging markets opportunities, technology capabilities, new products, and profitable growth projections. The conference aims to showcase how Cummins is well-positioned to capitalize on global growth trends in the diesel engine market through its technology leadership, global presence, and strategic initiatives.
This document provides an agenda and background information for a Cummins Inc. investor conference being held at the Jamestown Engine Plant. The agenda includes presentations from Cummins leadership on topics like earnings growth, emerging markets opportunities, technology capabilities, and strategic partnerships. There will also be time for Q&A and plant tours. Presenters plan to discuss how Cummins is well-positioned for sustained profitable growth through leadership in technology, global presence, and strong balance sheet/cash flows.
Eric Feldstein, CEO of GMAC LLC - Sale of Majority Interest in GMAC - Investo...finance8
David Walker of GMAC presented a business update on January 19, 2007. GMAC aims to transform into an independent global financial services company following its separation from GM control in 2006. Key strategic priorities include strengthening GMAC's capital base, reducing borrowing costs, expanding operating margins, and increasing net income through initiatives focused on funding, capital, and operations. GMAC maintains significant liquidity protection and plans to diversify its business beyond GM while growing profitable operations internationally and fee-based services.
KPIT Cummins Investor Presentation - March 2011KPIT
KPIT Cummins Infosystems Limited is an investor presentation from March 2011. It provides an overview of KPIT, including its mission, management team, strategy of focusing on select verticals while building expertise, and global footprint with subsidiaries in the US, UK, Germany and India. It also summarizes KPIT's offerings and leadership in automotive engineering domains. Charts show KPIT's strong growth history over the past decades with revenues increasing from $0.02 million in 1991 to over $224 million in 2010.
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.
This document provides an overview of Camargo Corrêa Desenvolvimento Imobiliário (CCDI), a Brazilian real estate development company. CCDI operates in multiple market segments, including low-income, traditional, and luxury ("Triple A") projects. In 2010, CCDI accelerated its growth, launching 27 projects with over 8,000 units and R$1.5 billion in potential sales value. CCDI also expanded regionally, with new offices launching projects in Rio de Janeiro, Espírito Santo, Minas Gerais, and Paraná. Going forward, CCDI aims to continue growing its operations while maintaining a focus on costs, innovation, and client satisfaction.
1. The A&D business has contributed over $1 billion in bookings and gained over 200 major new clients. It is recognized as a key innovation within the Group.
2. A&D industrialized the traditional consulting phase and considered consulting as an investment by creating business cases. It provided large-scale mobilization embedded with analysis tools and fast-trained consultants to work as business partners.
3. To continuously reinvent itself, A&D is evolving to focus on offerings, content, capabilities, value, efficiency, and partnership-driven approaches to adapt to clients' more mature and specific needs in a changing environment with new competencies and offerings.
Investor presentation toronto, montreal sep 13-15, 2016_finalFinningInternational
The document summarizes an investor presentation given by Finning International, a heavy equipment company. It discusses Finning's operations in Western Canada, South America, and the UK/Ireland. It outlines the company's restructuring efforts to reduce costs and improve profitability. While market conditions remain soft, Finning is well positioned with a strong balance sheet and free cash flow that will allow it to improve returns when markets recover from current weakness.
- The document is an investor presentation by Finning International, a Caterpillar equipment dealer, providing an overview of the company and its business outlook.
- It discusses Finning's actions to reduce costs and transform operations through workforce reductions, facility closures, and process improvements to maintain profitability in challenging market conditions.
- Finning is focused on strong free cash flow generation, capital discipline, and returning to its target profitability levels through continued cost reductions and operational efficiencies.
- Finning International provides an investor presentation covering their business outlook, strategic priorities, and forward-looking statements for 2016.
- They operate as the world's largest Caterpillar dealer, selling and servicing heavy equipment across Western Canada, South America, and the UK/Ireland.
- While facing a challenging market environment, Finning has taken decisive actions to reduce costs, optimize operations, and maintain a resilient business model focused on consistent EBITDA and strong free cash flow conversion.
- Finning International is the world's largest Caterpillar dealer, selling and servicing Caterpillar equipment and engines in Canada, South America, UK and Ireland.
- In response to downturns, Finning has taken decisive actions like reducing workforce by over 20% in Canada and 16% in South America, closing underperforming locations, and permanently reducing fixed costs through organizational restructuring and process improvements.
- Finning has a resilient business model with consistently strong cash flows, paying dividends at a sustainable rate of 13-19% of EBITDA and generating positive free cash flow even in difficult markets.
The document summarizes an investor meeting held by Finning Canada on December 15, 2015. It discusses Finning Canada's response to current challenging market conditions including lower commodity prices and weaker demand. Finning Canada has reduced its workforce by 20% in 2015 and accelerated optimization of its facilities footprint. Through decisive actions to navigate the market downturn, Finning Canada aims to maintain profitability and position itself for future growth when market conditions improve.
The document summarizes an investor meeting held by Finning Canada on December 15, 2015 in Fort McKay. It discusses Finning Canada's transformation of its supply chain network through consolidating distribution centers, reducing touches and lead times. This has improved efficiency and customer service while lowering costs. Safety performance has also improved, with lost time and total recordable injury frequencies decreasing 43% since 2013. The challenging market conditions require Finning Canada to lower costs through workforce reductions and facility closures while positioning itself for future opportunities.
This document provides an investor presentation on OEM Remanufacturing from Finning International. It discusses the challenging macro environment facing Finning's mining customers which is putting pressure on capital and operating expenditures. However, Finning is executing on operational priorities to drive costs lower and maintain profitability during the downturn. The OEM Remanufacturing business reduces customers' owning and operating costs through remanufacturing components to like-new condition at 50-75% of new prices.
Finning International is a Caterpillar dealer operating in 7 countries. It provides equipment, parts, and services. The presentation discusses challenging macroeconomic conditions for mining and construction customers. Finning is taking decisive actions to reduce costs, improve operations through its service excellence plan, and maintain profitability during lower activity. Actions include workforce reductions, sustainable SG&A cuts, and asset utilization. Finning generated over $1B in free cash flow in the last 11 quarters and expects strong free cash flow in 2015.
- Finning International is the world's largest Caterpillar dealer, selling and servicing Caterpillar equipment and engines across 7 countries. It is facing macroeconomic challenges from declining commodity prices.
- The company is taking decisive actions to navigate the downturn, including cost reductions, capital discipline, and focusing on improving return on invested capital. These actions have generated over $1 billion in free cash flow in the last 6 quarters.
- Finning is also capturing strategic opportunities, such as acquiring a Caterpillar dealership in Saskatchewan and raising its dividend, while maintaining a very strong balance sheet and credit rating.
1) Finning International is acquiring the operating assets of the Caterpillar dealership in Saskatchewan for $230 million. This will make Finning the approved Caterpillar dealer in the province.
2) The acquisition is immediately accretive to earnings per share and leverages Finning's existing product support infrastructure along the Alberta-Saskatchewan border.
3) It provides opportunities for synergies across Finning's territories in Western Canada through improved equipment availability and seamless customer relationships in Saskatchewan, Alberta, and British Columbia.
1) The presentation provides an overview of Finning International, the world's largest Caterpillar dealer, operating in 7 countries with over 14,500 employees.
2) It highlights Finning's compelling business model anchored by its product support business, which provides resilient revenue, and its focus on five operational priorities to drive growth.
3) The presentation reviews Finning's financial position and performance in 2014, including maintained profitability in South America during market downturns and solid results in the UK/Ireland, while taking actions to reduce costs in Canada for expected lower activity levels in 2015.
The presentation provides an overview of Finning International's business and recent financial performance. Some key points:
- Finning is the world's largest Caterpillar dealer, operating in Canada, South America and Europe.
- It is focusing on five operational priorities to improve returns: service excellence, supply chain, market leadership, asset utilization and talent management.
- The company has a diversified business across geography and end markets to mitigate volatility. It is also balancing new equipment sales with higher-margin product support.
- In response to downturns in South America and Canada, Finning has reduced costs while maintaining margins and free cash flow generation.
The document provides an investor update from Finning International, a heavy equipment dealer. It discusses Finning's business outlook and priorities. Finning operates in three regions - Canada, South America, and the UK/Ireland. It aims to grow market share and improve operational efficiencies in areas like service excellence, supply chain management, and talent development. Finning also highlights its response to recent economic downturns, focus on safety, and progress in strengthening its financial position and balance sheet.
1) Finning International is the world's largest Caterpillar dealer, operating in Western Canada, South America, and the UK/Ireland. It sells, rents, and provides parts and services for Caterpillar equipment.
2) Finning has implemented new operational priorities focused on improving return on invested capital, including initiatives around service excellence, supply chain management, market leadership, and asset utilization.
3) The presentation outlines Finning's strategies to improve profitability and reduce costs through these initiatives, with targets of increasing EBIT by $40-60M and inventory turns by 0.5-0.9 over three years. This is expected to enhance return on invested capital.
The presentation summarizes Finning International's investor presentation from June 2014. It discusses Finning's focus on improving return on invested capital through initiatives to boost profitability, better manage working capital, and increase capital discipline. The presentation also highlights growth opportunities in regions where Finning operates such as increasing oil sands production, potential LNG exports from Western Canada, continued copper growth in Chile, and an economic recovery in the UK.
- The document is an investor presentation by Scott Thomson, President and CEO of Finning, given on March 20, 2014 in Toronto.
- It discusses Finning's business outlook, objectives, and strategic priorities, noting opportunities to improve operating performance and return on invested capital through a focus on costs, working capital management, and capital discipline.
- Key takeaways include focusing on controllable factors to increase profits faster than revenue, improving working capital management, and more disciplined capital investment to materially increase return on invested capital over time.
The document is an investor presentation given by the CFO of Finning International Inc. at an institutional investor conference. It outlines Finning's business model and priorities to improve return on invested capital. Key points include:
- Finning has a compelling business model as the largest Caterpillar dealer with a large equipment population that drives embedded product support growth.
- Priorities around costs, working capital management, and capital investment are aimed at growing profit faster than revenue and improving returns.
- The company sees opportunities to optimize past investments and take a more disciplined approach to capital spending.
- These initiatives are expected to strengthen Finning's balance sheet by lowering debt levels and generating positive free cash flow through
The document provides information for an investor meeting at Finning International. It discusses Finning's focus on driving return on invested capital and outlines some of the key priorities and financial objectives to improve ROIC. These include increasing productivity and operational efficiencies, optimizing capital investments, and improving working capital management. The document also highlights Finning's value proposition as the market leader in desirable regions with a large installed equipment base, and emphasizes the opportunity to improve performance and close the gap with competitors on key metrics like revenue growth, capital turnover, and EBIT margins.
This investor presentation provides an overview of Finning International's OEM remanufacturing business. Finning is the world's largest Caterpillar dealer, offering new and used equipment sales, product support, parts, and equipment rental across key regions including Canada, South America, and the UK/Ireland. The presentation discusses financial outlook, regional market updates, and highlights Finning's OEM remanufacturing facility in Canada, which focuses on remanufacturing parts for mining and heavy construction equipment to like-new condition using advanced salvage and testing technologies.
- Revenues in 2013 expected to be modestly higher than 2012 but at low end of 0-10% range due to lower mining equipment sales from soft market conditions. Product support expected to continue growing.
- Q2 2013 results showed revenue decline of 8% but gross profit and EBIT margin improvements. Net income up 5% and free cash flow turned positive after being negative in Q2 2012.
- Mining activity softening in Canada and South America is impacting equipment sales and support growth. Construction and non-mining presents opportunities. UK facing macroeconomic challenges in construction and coal mining.
1. Investor Day
Strategic Overview
Mike Waites, President and CEO
December 13, 2012
2. Executive Team
Juan Carlos Villegas Neil Dickinson Andy Fraser Marcello Marchese
EVP and COO Managing Director President President
Finning International Finning UK & Ireland Finning Canada Finning South America
Dave Smith Rebecca Schalm
EVP and CFO SVP, Human Resources
Finning International Finning International
2
3. Unique Value Proposition
Geographic and industry Product Support Revenue
diversification 10 year CAGR ~11%
$ Billions
Strong market positions 3.0
2.7
Copper mining in Chile
2.4
Oil sands in Canada 2.5
2.1
Large installed equipment 2.0 1.9 1.9
base drives resilient product 1.6
1.7
support 1.5
1.3
1.2
Investment in product support 1.0
1.1
1.0
capacity and capability
Canada: OEM, COE, 0.5
Fort McKay
FINSA: La Negra Truck Shop 0.0
and PDC, Antofagasta CRC 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 LTM*
UK & Ireland: Damar Recession
* Last twelve months ended September 30, 2012 3
4. Strategy Map
Mining Solutions Power Systems
Ultimate Vision
Providing unrivalled services that earn
customer loyalty, we will be CAT’s best
Global global business partner.
Solutions S
Provider T
R Core/BCP
Leadership
Acquisition(s)
A
T Safety
Intermediate E
Sales & Solutions
G
Operational Operational
Excellence I Excellence 5 x S
Service & Parts
C Operating
Supply Chain
Leverage
Systems
G
R
O
Short-term W
Solidify T
Foundation High Performance/
H Disciplined Growth Balance Sheet Deleverage EBIT Improvement
Engagement
4
5. Meeting our Commitments
Targets Progress
Bucyrus
Acquisition and transition Successful; accretive to EPS
Achievements
Canada business recovery
EBIT margin improvement From (0.3%) in Q3 2011 to 7.8% in Q3 2012
Revenue growth
12-15% including Bucyrus Up 19% YTD ending Sep 30, 2012
Return on Equity
>18% 21.9% LTM ended Sep 30, 2012
EBIT margin expansion
Relentless Focus
9-10% in 2013 7.8% in Q3 2012
Free Cash Flow
Essentially break-even Expect modest net usage of cash in FY12
Net Debt to Total Capital
35 - 45% Expect above target range in 2012
5
6. Outlook
Expect constructive business
conditions in key markets
Mining to remain active supported by
relatively strong oil and copper prices
Uncertain outlook for equipment sales
Customers becoming more cautious,
delaying some purchasing decisions
Expect continued strong demand for
product support
Large and aging equipment population
Robust level of equipment utilization
6
7. Revenue Drivers
Product support growth
New products and services
Bucyrus - full suite of mining products
CAT 795 electric drive truck
UK & Ireland Power Systems - Damar,
Komptech
Chile - truck dump bodies
New technologies
Remote condition monitoring
C175 engine
Gas fuel substitution
Grow market share as equipment
availability has improved
7
8. Driving Value
Operational excellence focus
Supply chain management
Service productivity and profitability
SG&A improvements
Priorities
Operating leverage
Sequential EBIT margin expansion
Committed to 9-10%
Sustain strong ROE
Drive return on investments made
Strengthen balance sheet
8
9. Summary
Sustainable competitive advantage
Continued focus on operational excellence
Operating with caution
Driving value in slow growth environment
9
10. Investor Day
Financial Outlook
Dave Smith, EVP and CFO
December 13, 2012
11. Financial Targets
Earnings Growth Strengthen balance sheet
Sequential EBIT margin Significant free cash flow
expansion
Net debt to total capital
Committed to 9-10% target: 35-45%
Drive return on invested Grow dividends
capital
Consistent with
ROE target: >18% sustainable growth
2
12. EBIT Margin Journey
Continue to improve operating leverage
Fundamental shift to 20-30% higher profitability
Reduction in volatility
EBIT margin target
10 year EBIT margin
range 5-8%
3
13. Balance Sheet
Strong EBITDA to drive significant free cash flow
Lower capex
Improve working capital metrics
Deleverage balance sheet – within target range in 2013
% Net Debt to Total Capital Ratio
60
50
Target
40
Range
Bucyrus acquisition
Investment in COE
30
20
10
0
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Sep
4
14. Return on Invested Capital
Improve return on assets
Return on Equity
Significant investments %
24
over past few years
Bucyrus 21
ERP 18
Branch network, CRCs, PDCs
15
Digesting and making 12
these assets work
9
Improving working capital
6
Focus on asset performance
by market segment and 3
line of business 0
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 LTM*
Target ROE consistently >18%
* Last twelve months ended September 30, 2012
Periods prior to 2010 are adjusted to represent ROE under IFRS
5
15. Dividends
Important component of total Annual Dividends
shareholder return 0.60
$
0.55
Committed to grow 0.51
0.50
dividends, consistent with 0.47
0.43 0.44
sustainable growth 0.40
0.36
10 year average payout ratio
0.30 0.28
~30%
0.22
Current quarterly dividend 0.20
0.15
0.18
0.20
= $0.14
0.10
Current dividend yield ~2.5%
0.00
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
6
16. 2013 Financial Outlook
Revenue 8.0
$ Billions Revenue
6.7
Flat to 10% growth 6.0
4.9
5.7 5.6 5.9
4.6
over 2012 3.6 3.8
4.3 4.5
4.0 3.2
10 year CAGR ~ 8% 2.0
Earnings per share 0.0
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 LTM*
Earnings to grow at $ Basic EPS Recession
2.0
higher rate than revenue 1.76
1.57 1.51
1.6
10 year CAGR ~8% 1.32 1.38
1.2 1.06
Balance sheet 0.8
0.86 0.86
0.73
0.91 0.92
Net debt to total capital 0.4
ratio within 35-45%
0.0
by end of 2013 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 LTM*
* Last twelve months ended September 30, 2012
Results from continuing operations 7
17. Key Financial Focus Areas
Improve earnings growth and quality
Drive return on invested capital
Deleverage balance sheet
Grow dividends
8
18. Investor Day
Operational Excellence
Juan Carlos Villegas, EVP and COO
December 13, 2012
19. Strategy Map
Mining Solutions Power Systems
Ultimate Vision
Providing unrivalled services that earn
customer loyalty, we will be CAT’s best
Global global business partner.
Solutions S
Provider T
R Core/BCP
Leadership
Acquisition(s)
A
T Safety
Intermediate E
Sales & Solutions
G
Operational Operational
Excellence I Excellence 5 x S Service & Parts
C Operating
Supply Chain Leverage
Systems
G
R
O
Short-term W
Solidify T
Foundation High Performance/
H Disciplined Growth Balance Sheet Deleverage EBIT Improvement
Engagement
2
20. Operational Excellence
Customer Centric Operational Discipline
Culture and Efficiency
Maintain local customer focus
Align organizational structure to strategy
Consistently apply leading practices which add value
Leverage expertise of Finning’s regions
Share learning across organization
Focus on margin expansion
3
21. Strategy Map - Operational Excellence
Intermediate step in our strategy
Safety
Sales & Solutions
Operational
Operational Excellence Service & Parts Operating
Excellence Leverage
5xS
Supply Chain
Systems
4
22. Safety
Strong safety performance = solid culture and competitive advantage
Employee opinion on safety scores – top 10% of global organizations
Good example of cultural change and best practices sharing
Embedded process and standardization
Lost Time Injuries (LTI) per 200,000 work hours
2.5
2.0
1.5
1.0
0.5
0
02 03 04 05 06 07 08 09 10 11 12
5
23. Sales and Solutions
Enhanced focus on market
segmentation and analysis
Leveraging power systems
leadership globally
New businesses
and solutions
Bucyrus
Truck dump bodies
Damar
Komptech
Technology services
Fintech
Finsight
Remote condition monitoring
6
24. Sales and Solutions – Bucyrus Update
Transition plans well executed in all regions
Retained knowledge, capabilities and talent
Successful transfer to ERP platform
Finning used by CAT as best practice
Making solid integration progress
Bundling equipment: recent deals
in Chile and UK
Service business stronger than expected
Priority: working with CAT to further develop parts business
Accretive to earnings in first year
Reviewing opportunities for operating synergies
7
25. Service and Parts
Service productivity
Customer centric culture to be balanced with operating discipline
Leverage asset investments from past five years: La Negra, COE
and Fort MacKay
Lean manufacturing applied to our business - Caterpillar
Production System (CPS)
Capacity planning and equipment scheduling
Global service productivity team
Application of shared learning and best practices
Experts from each region working together to enhance global
performance
Outcome: improved customer service and profitability
8
26. Supply Chain
Building sustainable, efficient and consistent supply chain
Standardized, rigorous processes with common metrics
Sharing leading practices across the regions
Regional leads are Global Supply Chain Council members
End-to-end processes include Caterpillar
Improving inventory planning process
Sustainable benefits
Faster inventory turns while maintaining service levels
Shorter cash-to-cash cycle
Reduced working capital levels over business cycle
Improved asset utilization
Improving customer service and satisfaction
9
27. Systems
Continuous improvement of systems and processes
Leverage technology – applications and geography
Drive ERP business case benefits
Working capital and inventory
management
Improved productivity
Integrate technologies
Condition monitoring
Safety
E-commerce business
Phased implementation in UK & Ireland and South America
Transfer experience and learning from Canada to other
regions
10
28. Summary
Operational excellence across all regions - key driver of
sustainable improvement in operating profitability and
customer loyalty
Consistent processes transferable and scalable
Focus on largest margin impacts
Supply chain
Service productivity
SG&A improvements
Sharing best practices
Bucyrus integration
Global Supply Chain Council
Global Power Systems
11
30. Finning Canada
Revenue:
2011: $2.9 billion
YTD Sep 2012: $2.5 billion Northwest
Territories
EBIT:
2011: $170 million Yukon
Western Canada
YTD Sep 2012: $162 million
Industries:
Mining (including oil sands) Alberta
Construction Fort McMurray
(4 branches + Fort McKay)
Power systems British
Columbia Edmonton
Petroleum / oil & gas (OEM, PDC)
Forestry
Red Deer
Employees: ~5,800 Vancouver
(COE)
2
31. Finning Canada Revenue Profile
Revenue Product Support New Equipment
by Line of Business Revenue by Industry Sales by Industry
Rental Power Systems Other
Used Forestry
8% 5%
Equipment 8% 4%
5% Petroleum
11%
Mining
New 32%
Equipment Construction Power
Mining Systems
44% 27%
Product 65% 12%
Support
43% Construction
36%
Product support for petroleum and forestry Other includes government and industrial
is allocated among above key industries
YTD ending September 30, 2012
3
32. Operational Excellence
Entering the phase of continuous improvement of systems and processes
Focus on ERP system optimization and ease of use
Enabling working capital efficiencies and improving asset performance
Driving supply chain initiatives
Improving forecasting capability for equipment and parts
Reducing uncommitted equipment inventory
Increasing inventory turns (new Spokane Caterpillar parts distribution center)
Improving service productivity
Introducing lean manufacturing approach (Caterpillar Production System)
Focus on improved service utilization through technology
People
Safety: LTIF* = 0.18
Employee engagement: record participation in 2012
Training: technical, safety, leadership
Organizational alignment to support operational excellence
* Lost Time Injury Frequency - YTD ending September 30, 2012
4
33. Oil Sands Product Support
Five oil sands branches
New oil sands service facility (Fort McKay)
16 bays; 160,000 sq. ft.
$110M investment: 2011 and 2012
Operational in Q4 2012
Regional training centre
New Fort McKay oil sands service facility
Two parts warehouses (Mildred Lake
and Fort McMurray)
Parts distribution center (Edmonton)
OEM - component remanufacturing facility (Edmonton)
COE - equipment assembly and rebuild facility (Red Deer)
Multiple field service locations; over 200 fully equipped field service trucks
~1,100 regional employees, including ~550 mechanics and apprentices
Oil sands revenue: 2011 >$900 million; 2012 projected >$1 billion
5
34. Oil Sands Mining Fleet Growth
Additional CAT
Caterpillar Units Total Units Finning’s
Equipment Type Units Projected
at Jun 30, 2012 at Jun 30, 2012 Market Share
Jun 2012 to 2017
400 Ton Trucks (797) 250 278 90% 104
320 – 340 Ton Trucks (795/MT5300) 131 10
240 Ton Trucks (793) 158 182 87% 64
100 – 200 Ton Trucks (777-789) 408 416 98% 157
Ultra Large Tractors (D11 & D10) 293 322 91% 139
Large Tractors (D9 & D8) 255 287 89% 70
Ultra Large Graders (24) 90 90 100% 57
Large Graders (16) 85 86 99% 46
Total 1,539 1,792 647
Projections include existing projects and expansions, as well as contractor equipment for:
Syncrude (Base & Aurora), Suncor (Steepbank & Millennium), Shell/Albian (Muskeg River
& Jackpine), CNRL (Horizon), Exxon/Imperial (Kearl)
6
35. Construction and Power Systems
Heavy construction
Continued investment in infrastructure
Alberta – ring roads, airports, LRT in Calgary and Edmonton
British Columbia – Evergreen Line Rapid Transit, Coquitlam to Vancouver;
Interior to Lower Mainland (ILM) Transmission Project, Nicola to Coquitlam
Numerous pipeline projects in Western Canada through 2020
Forestry
US housing starts improving
Diversified markets
Power systems
Petroleum / oil & gas
Slower activity due to lower well fracturing and servicing
EPG and rental power
Solid demand, particularly in mining
Strong customer value proposition with integrated product offering
7
36. Opportunities
Sustainable product support growth
Large and aging equipment population
Strong demand for component remanufacturing and machine rebuilds
Fort McKay oil sands facility to support producers and contractors
Oil sands remain active
Mining equipment population for existing projects expected to grow by
~40% over next 5 years
Drills, Shovels & Mining Systems*
Complete mining product offering
Significant product support opportunity
Solid demand from heavy construction
and power systems
Gaining market share with improved
equipment availability
* Former Bucyrus business
8
37. 2013 Priorities – Consistent Execution
Continue to improve operating
profitability
Drive operational excellence
Improve working capital performance
Increase service productivity
Integrate and grow new Drills,
Shovels & Mining Systems business
Execute on Fort McKay – game
changer
Gain market power in construction
and pipeline
Operating with caution
9
38. Market Outlook
Expect stable oil sands activity
Robust product support business, including component
remanufacturing and machine overhaul
Producers taking more balanced view on capital projects and
expansions
Other mining
Solid demand from copper and thermal coal
Metallurgical coal customers remain cautious
Favourable outlook for heavy construction in BC and Alberta
Significant infrastructure projects underway
Mining and energy related construction projects, including pipelines
Oil & gas and forestry activity expected to be similar to 2012
10
39. Summary
Key markets remain constructive
Capturing revenue opportunities in slow growth environment
Monitoring customer activity closely
Managing business with more conservatism
Leveraging investments to deliver customer value
Growing parts and service business for Drills, Shovels &
Mining Systems
Developing and training people
Focus on rigorous and consistent execution
Driving operational excellence
Improving EBIT margin performance
11
42. FINSA Revenue Profile
Revenue Product Support New Equipment
by Line of Business Revenue by Industry Sales by Industry
Used
Equipment Rental Power Systems Power Other
2% 3% 6% Systems 3%
Construction
13%
13%
New Mining
Equipment 39%
44%
Product
Support Mining Construction
51% 81% 45%
Other incudes forestry, industrial,
government
YTD ending September 30, 2012
3
43. Operational Excellence
Strategic approach to supply chain management
Working capital initiatives – focus on inventory
End-to-end planning processes
Leveraging investment in product support infrastructure
Lean manufacturing approach (Caterpillar Production System)
Improved shop utilization/throughput
Expanded Component Rebuild Centre capacity
People and high-performance culture
Safety: LTIF* = 0.26
Employee engagement - 85% in 2012
Training - new technical training centre in Antofagasta
* Lost Time Injury Frequency - YTD ending September 30, 2012
4
44. Chilean Mining
Chilean mining investment projected at ~US$ 70 billion
over next 5 years*
Strong mining outlook balanced by industry growth challenges:
Shortages of skilled people
Environmental considerations (e.g. fresh water consumption)
Energy requirements
Strong and growing product support business
19 MARC and LPP contracts covering 60-70% of equipment population
Mining product support market share ~90%
Robust mining projects portfolio
Large and expanding machine population
Mining equipment market share 50-60%
* Source: Cochilco
5
45. FINSA Mining Fleet Growth
Additional CAT
Caterpillar Units Total Units Finning’s
Equipment Type Units Projected
at Dec 31, 2012 at Dec 31, 2012 Market Share
2013 to 2017
Ultraclass Trucks Size (797-795) 232 571 41% 211
Large Mining Trucks (793 – 777) 879 1,390 63% 383
Large Wheel Loaders (994 – 992) 172 270 64% 55
Large Wheel Dozers (854 – 824) 149 267 56% 49
Track-Type Tractors (D11 – D9) 341 609 56% 99
Motor Graders (24 - 16) 168 273 62% 80
Underground 148 480 31% 120
Total 2,089 3,860 54% 997
6
46. Construction and Power Systems
Growing demand from mining contractors in Chile
Substantial private and government investment in infrastructure in
Chile
Significant opportunity to grow product support in construction and
power systems as population of equipment and engines increasing
Construction product support market share ~60%
Market segmentation strategy offers unique customer value
proposition
Growing market share in various sub-segments (e.g. Compacto)
Service culture of innovation and technology
Remote condition monitoring services
Low-cost solutions for easy to repair failures
Slow but stable business activity in Argentina
Meeting customer demand to greatest extent possible
Adjusted our business to align with decreased activity levels
7
47. Opportunities
Mining growth supported by healthy copper prices
Mining equipment population expected to increase significantly over next 5 years
Continued strong demand for product support
Bucyrus
Unique opportunity to offer complete mining solution
Significant product support opportunity
New products and businesses
795 electric drive truck
Fabrication of truck bodies
METSO mobile crushers
Technology products and services
Solid demand from construction and
power systems customers in Chile
8
48. 2013 Priorities – Consistent Execution
Drive operational excellence
Supply chain end-to-end
integration
Grow Bucyrus business
Balance product support
growth with efficiencies
Manage the business with
caution in light of macro-
economic uncertainty
9
49. Market Outlook
Positive long-term fundamentals as copper prices
remain high by historical standards
Expect Chilean mining to continue to be very active
Solid activity in existing operations
Continued strong demand for product support
Caution on new projects and expansions
Positive outlook for construction and power systems in
Chile, Bolivia and Uruguay
2013 – election year in Chile
Economic environment in Argentina expected to remain
largely unchanged
10
50. Summary
Strong outlook for Chile
Mining investment presents big opportunities
Solid order intake and strong demand for product support
Infrastructure spend to support construction and power systems
business
Capturing growth opportunities with
Bucyrus and 795 electric drive truck
Driving operational excellence
Focus on supply chain
Leveraging product support capabilities
Improving EBIT margin performance
11
52. Finning UK & Ireland
Revenue: Finning Cat
Cat Compact
Dealers
2011: $831 million Ag Dealers
YTD Sep 2012: $684 million
EBIT:
2011: $52 million
YTD Sep 2012: $40 million
Segmented approach
Equipment Solutions
Power Systems
Employees: ~1,800
2
53. Finning UK & Ireland Revenue Profile
Revenue Product Support New Equipment
by Line of Business Revenue by Industry Sales by Industry
Waste,
Industrial, Power
Used Demolition Systems
Rental Mining 7%
Equipment 3% Industrial
7% Quarrying
7% 11%
3%
New Power
Systems Mining Power &
Product Equipment 19% Energy
Support 61% 38%
19%
29%
Construction Marine
55% 7%
Construction
31%
Oil &
Gas
3%
YTD ending September 30, 2012
3
54. Clear Strategic Roadmap
Trusted by Experts
Expand Into
Growing Markets
Product Support
Growth Beyond Core
Solutions
Specialised
Provider
C Engineering &
Technology
A Dominate Mining,
Power & Core
T
Panorama &
Operational
S Grow & Develop All Makes Managed Excellence
Operational Power Systems Services
T Scope
Excellence + Sitech + Finning
Profitable R Technologies
Growth A Bucyrus
MWM
T Product Support +
Reman Growth
E BCP & Core
Supply Chain + Agreements
G Procurement
Safety Simplified
I Rollo Acquired
#1 for Service &
Solidify C UK Business Model Loyalty
New Finning UK
Foundation Leadership
‘Trusted’ Strategy EBIT% Improvement
Programme
Implemented
CPS* & OPERATIONAL EXCELLENCE
* Caterpillar Production System
4
55. Execution on Strategy in 2012
Acquired Damar - specialised engineering
business; completed £7m anaerobic
digestion plant
Acquired Bucyrus – 6 shovels sold in year 1
Acquired distribution rights to Komptech
products – total solution for recycling sector
Established “Managed Services “ capability
Caterpillar Gas (MWM) products added and
Finning recognised as Perkins Gas Centre
of Excellence for Western Europe and
Scandinavia
Finsight launched
Recognised as leader in safety
Continue to focus on higher margin / added
value opportunities
5
56. Operational Excellence
Strategic Focus
Driving supply chain initiatives
Outsourced national distribution centre
Revised ordering processes - Lane 1
Focused on EBIT margin improvement
Focus on SG&A
Review procurement contracts
Defined benefit pension plan closed
Headcount rationalisation
Utility costs
Caterpillar Production System (CPS) –
eliminating waste
6
57. Operational Excellence
Strategic Focus
People and high-performance culture
Safety – national award winners
Employee engagement - 82% in 2012
Training
“Developing Great Leaders” course
Finning Academy in top 100 UK schemes
Market segmentation
Customer loyalty / service productivity
Top 2 for Customer Loyalty in Caterpillar
Awarded Gold Service Excellence from
Caterpillar
Finsight / Managed Services
7
58. Market Outlook 2013
Equipment Solutions – market size
down 10%
Mining impacted by weak coal prices
Limited investment in quarry and
aggregates
Government investment – rail and
energy, possibly housing
Industrials slowing
Small machines – niche markets
Power Systems – mixed growth
Oil & Gas
Increased product range
in Gas Electric Power
Marine
Renewables / clean power 8
59. UK & Ireland Opportunities
Equipment Solutions
Mining and energy
Underground via Bucyrus
Legacy products
Tungsten mine
Quarrying and industrial
Managed Services
Market share gains
Machine age increasing
Waste and recycling
Komptech complementary products
Growth in Materials Recovery Facilities
Plant hire and agriculture
Developing dealer network
Market share gains – 20,000 unit market
9
60. UK & Ireland Opportunities
Power Systems
Power and energy
Mission critical diesel – hospitals, data centres
Water treatment industry
Expanded capability and products
Oil & Gas
North Sea resurgence
Flameproof technology
Managed services contracts - BP
Marine
International opportunity
Offshore wind farms
Pleasure craft
Industrial and Perkins
Center of Excellence for Perkins Gas
60% market share rock crushers – 1,500 engines
10
61. Global Power Systems
2012 ~ $1 billion revenue
Global megatrends offer growth opportunities
Population growth and urbanisation
Electronic revolution / connectivity
Climate change
Renewables
Energy from waste
Fracking
Caterpillar growth and focus
Expanded product line
Finning skills and expertise
Leverage skills across the territories
Engineering, Procurement and Construction
capability
Packaging / added value capability
11
62. 2013 Priorities – Consistent Execution
Drive operational excellence
Focus on working capital improvements
Drive efficiencies through Caterpillar
Production System (CPS)
High-performance culture and people
Maintain outstanding customer loyalty
Manage through periods of weak demand
Drive revenue opportunities
Tightly control SG&A costs
Reduce discretionary expenses
(e.g. travel, overtime)
Sustain financial performance
12
63. Summary
Drive maximum value from the strategic
acquisitions
Total focus on operational excellence
Deliver financial performance
Build talent and high performance culture
Stick to the strategy - Trusted by Experts
Focus on added value growth
Power Systems and product support growth
Diversified business
13
64. Investor Day
Summary
Mike Waites, President and CEO
December 13, 2012
65. Business Conditions
Market conditions and customer confidence vary by region
Canada – stable activity levels; uncertain outlook
South America – positive long-term fundamentals; solid outlook
UK & Ireland – challenging economic landscape; some pockets of
strength
Operating with caution
Monitoring business activity closely
Taking prudent steps to manage business with more conservatism
Reducing uncommitted inventory
Carefully managing new orders
Controlling SG&A expenses
2
66. 2013 Priorities – Consistent Execution
Drive revenue in slow growth environment
Focus on operational excellence
Supply chain management
Service productivity
SG&A improvements
Improve operating profitability and return on invested capital
EBIT margin - sequential expansion
Leverage latest investments
Lower capex and disciplined net rental additions
Strengthen balance sheet
3