Vopak provides a summary of its capital disciplined growth strategy:
[1] Vopak evaluates investment opportunities through a project funnel that assesses risk-return profiles. It considers factors like first-mover advantage, growth with key accounts, and strategic alliances.
[2] Investment types have different risk-return profiles. Growth projects with launching customers have higher returns but also higher risks. Contracted infrastructure like LNG and industrial terminals offer lower risks and returns.
[3] Vopak aims to balance its global terminal network through a mix of brownfield expansions, greenfield projects, and strategic alliances. This supports the company's goal of continued value creation through capital disciplined
This document appears to be a presentation for investors given by Vopak, a global independent tank storage company, covering various topics:
1. It provides an overview of Vopak's business, including its history dating back to 1616, operations in 29 countries, products/services, and business model.
2. The presentation discusses the market environment, noting trends driving increased demand for storage and identifying Vopak as a global leader with 11% of the total storage market.
3. Vopak's strategy and growth projects are explained, with the goal of aligning its terminal network with changing market dynamics through brownfield expansions, greenfield projects, and acquisitions. Several ongoing expansion projects
Royal Vopak - Analyst Presentation Strategic Priorities and Financial Update Company Spotlight
The document discusses Royal Vopak NV's business strategy and financial results. It outlines plans to sharpen the company's focus on increasing cash flow and capital efficiency. This includes divesting 15 smaller terminals and reducing sustaining/improvement capex and costs. The company aims to exceed its 2012 EBITDA of €768 million by 2016 through organic growth, efficiency gains, and selective acquisitions. Proceeds will support growth and dividend policy.
This document is a presentation by Vopak, a global independent tank storage company, providing an overview of their business. It discusses Vopak's strategy, which focuses on growth in gas, hub, import-distribution and Americas-Asia terminals while reducing business development activities. It also outlines plans to optimize the terminal portfolio, lower capital expenditures, and reduce costs. Finally, the presentation provides an update on projects, storage capacity developments, and the competitive environment in which Vopak operates.
This document appears to be a presentation summarizing the financial and operational highlights of Royal Vopak for the first half of 2014. Some key points include stable financial results such as EBITDA of EUR 367 million and cash flow from operating activities of EUR 300 million. Storage capacity grew to 32.1 million cubic meters. Topics influencing the results were capacity expansions, currency effects, and regulations. The presentation also discusses Vopak's focus on strategy execution, operational excellence, and selective growth through projects including capacity developments, safety performance, efficiency initiatives, and service improvements.
Royal Vopak - Capital Markets Day 2013 - Eelco HoekstraCompany Spotlight
This document summarizes Vopak's Capital Markets Day presentation from December 10, 2013. It discusses how Vopak has continuously aligned its global terminal portfolio with changing energy dynamics over decades. It identifies several mega-trends driving future storage demand and analyzes scenarios around LNG, shale gas, European refining, biofuels and Africa's energy role. The presentation outlines Vopak's strategy to further align its network through product, port and customer strategies involving greenfield, brownfield and acquisition opportunities. It focuses on safety, cost efficiency and service improvements at its terminals.
Royal Vopak - Capital Markets Day 2013 - Patrick Van Der VoortCompany Spotlight
The document discusses Vopak Asia's continued growth, noting increasing demand for storage services in Asia driven by rising populations, economies, and energy consumption in the region. It introduces Patrick van der Voort, President of Vopak Asia, and outlines Vopak's strategy to capitalize on growth opportunities through its existing terminal network and partnerships, as well as potential hub and terminal developments.
This document provides an overview of LafargeHolcim, a global building materials company. It discusses LafargeHolcim's four business segments of cement, aggregates, ready-mix concrete, and solutions & products. It also summarizes LafargeHolcim's presence in over 80 countries, focus on sustainability and innovation, and financial targets for growth outlined in its 2022 strategy.
Smurfit Kappa Group is a focused market leader in the paper packaging industry with an improving outlook. It has transformed its business through acquisitions and divestments, creating a simplified structure and becoming the European market leader. Management has delivered on IPO milestones and objectives, with industry-leading margins and ongoing debt repayment. The outlook is for continued earnings growth due to robust industry fundamentals of demand increases and capacity discipline.
This document appears to be a presentation for investors given by Vopak, a global independent tank storage company, covering various topics:
1. It provides an overview of Vopak's business, including its history dating back to 1616, operations in 29 countries, products/services, and business model.
2. The presentation discusses the market environment, noting trends driving increased demand for storage and identifying Vopak as a global leader with 11% of the total storage market.
3. Vopak's strategy and growth projects are explained, with the goal of aligning its terminal network with changing market dynamics through brownfield expansions, greenfield projects, and acquisitions. Several ongoing expansion projects
Royal Vopak - Analyst Presentation Strategic Priorities and Financial Update Company Spotlight
The document discusses Royal Vopak NV's business strategy and financial results. It outlines plans to sharpen the company's focus on increasing cash flow and capital efficiency. This includes divesting 15 smaller terminals and reducing sustaining/improvement capex and costs. The company aims to exceed its 2012 EBITDA of €768 million by 2016 through organic growth, efficiency gains, and selective acquisitions. Proceeds will support growth and dividend policy.
This document is a presentation by Vopak, a global independent tank storage company, providing an overview of their business. It discusses Vopak's strategy, which focuses on growth in gas, hub, import-distribution and Americas-Asia terminals while reducing business development activities. It also outlines plans to optimize the terminal portfolio, lower capital expenditures, and reduce costs. Finally, the presentation provides an update on projects, storage capacity developments, and the competitive environment in which Vopak operates.
This document appears to be a presentation summarizing the financial and operational highlights of Royal Vopak for the first half of 2014. Some key points include stable financial results such as EBITDA of EUR 367 million and cash flow from operating activities of EUR 300 million. Storage capacity grew to 32.1 million cubic meters. Topics influencing the results were capacity expansions, currency effects, and regulations. The presentation also discusses Vopak's focus on strategy execution, operational excellence, and selective growth through projects including capacity developments, safety performance, efficiency initiatives, and service improvements.
Royal Vopak - Capital Markets Day 2013 - Eelco HoekstraCompany Spotlight
This document summarizes Vopak's Capital Markets Day presentation from December 10, 2013. It discusses how Vopak has continuously aligned its global terminal portfolio with changing energy dynamics over decades. It identifies several mega-trends driving future storage demand and analyzes scenarios around LNG, shale gas, European refining, biofuels and Africa's energy role. The presentation outlines Vopak's strategy to further align its network through product, port and customer strategies involving greenfield, brownfield and acquisition opportunities. It focuses on safety, cost efficiency and service improvements at its terminals.
Royal Vopak - Capital Markets Day 2013 - Patrick Van Der VoortCompany Spotlight
The document discusses Vopak Asia's continued growth, noting increasing demand for storage services in Asia driven by rising populations, economies, and energy consumption in the region. It introduces Patrick van der Voort, President of Vopak Asia, and outlines Vopak's strategy to capitalize on growth opportunities through its existing terminal network and partnerships, as well as potential hub and terminal developments.
This document provides an overview of LafargeHolcim, a global building materials company. It discusses LafargeHolcim's four business segments of cement, aggregates, ready-mix concrete, and solutions & products. It also summarizes LafargeHolcim's presence in over 80 countries, focus on sustainability and innovation, and financial targets for growth outlined in its 2022 strategy.
Smurfit Kappa Group is a focused market leader in the paper packaging industry with an improving outlook. It has transformed its business through acquisitions and divestments, creating a simplified structure and becoming the European market leader. Management has delivered on IPO milestones and objectives, with industry-leading margins and ongoing debt repayment. The outlook is for continued earnings growth due to robust industry fundamentals of demand increases and capacity discipline.
This document provides an interim financial results presentation for RPC Group PLC. Key points include:
- Revenue increased 8% to £524.7 million for the first half of the year. Adjusted operating profit was £46.6 million.
- The company's Vision 2020 strategic plan focuses on organic growth, European acquisitions, and expanding globally.
- Their "Fitter for the Future" optimization program aims to rationalize manufacturing, optimize business portfolio, and realize property value. It is expected to deliver annualized operating profit improvements of at least £10 million.
Presentation by LafargeHolcim management, Miljan Gutovic and Jamie Gentoso to members of the financial community at LafargeHolcim Capital Markets Day 2018
Royal Vopak - Capital Markets Day 2013 - Dick RichelleCompany Spotlight
The document summarizes opportunities for Royal Vopak in the U.S. Gulf Coast area given developments in the oil and gas industry. The shale revolution has increased U.S. oil and gas production and positioned the U.S. to export more oil, gas, and gas-derived chemicals and fuels. This could drive demand for new storage capacity in the U.S. Gulf Coast. Vopak already has terminals in the area and sees opportunities to expand through building additional capacity at existing terminals, developing greenfield sites, and partnering to capitalize on growing export volumes of oil, chemicals, gases, and biofuels. Pipeline access and first mover advantages will be critical to successfully capturing new opportunities.
- HeidelbergCement reported its third quarter 2014 results, with continued volume growth across all business lines. Revenue increased 3% year-over-year to €10.1 billion, while operating EBITDA rose 6% to €1.8 billion.
- On a like-for-like basis, revenue increased 9% and operating EBITDA grew 14%, driven by margin improvements in all business lines. The company achieved 58% operating leverage at the group level.
- Volumes increased across all product lines, with cement volumes up 5% and aggregates volumes rising 5% compared to the third quarter of 2013.
Sika experienced dynamic growth and record sales in 2014, with 13% overall sales growth and sales increases in all regions. Sales grew 15.2% in emerging markets, with Sika opening 8 new factories globally during the year. Sika remains on track to achieve its Strategy 2018 targets of 6-8% annual growth, with 42-45% of sales in emerging markets and over 10% operating profit. While a planned change of control transaction with Saint-Gobain was rejected due to conflicts of interest and integration challenges, Sika remains open to constructive alternatives that allow it to continue successful growth and protect shareholder interests.
Barry Callebaut Group – Full-Year Results, Fiscal Year 2020/21 - Media & Anal...Barry Callebaut
On November 10, 2021, the Barry Callebaut Group published its Annual Report for the fiscal year 2020/21 which ended on August 31, 2021.
Peter Boone, CEO of the Barry Callebaut Group, said: "In fiscal year 2020/21, we have returned to our healthy growth path, with good profitability and strong Cash flow generation. Growth outpaced the underlying markets, with all Regions and Key growth drivers contributing to the good results. I want to thank all colleagues at Barry Callebaut for these results. They are living our corporate values and are the foundation of our success in the past 25 years."
Read more on our website: https://bit.ly/annual-results-2020-21
On November 8, 2017, the Barry Callebaut Group published its full-year result for the fiscal year 2016/17.
Antoine de Saint-Affrique, CEO of the Barry Callebaut Group, said: “I am delighted to announce a strong set of results. We saw a good performance across all our Regions and Product Groups at the top and bottom-line level. We keep delivering on our ‘smart growth’ agenda, which is reflected in the improvement of all our Group key financial metrics.”
Looking ahead, he added: “We will continue to deliver on our ‘smart growth’ strategy. A more supportive cocoa products market and slightly improving global demand for chocolate, together with the consistent execution of our strategy, give us the confidence to extend our mid-term guidance to fiscal year 2018/19: We are expecting 4-6% volume growth and EBIT above volume growth in local currencies on average for the 4-year period 2015/16 to 2018/19, barring any major unforeseen events.”
Read the full details on our Annual Report microsite: www.annual-report.barry-callebaut.com.
Barry Callebaut Group - Annual Results for the fiscal year 2017/18Barry Callebaut
On November 7, 2018, the Barry Callebaut Group published its full-year result for the fiscal year 2017/18.
Antoine de Saint-Affrique, CEO of the Barry Callebaut Group, said:
"I am delighted to announce a set of very strong results. The consistent execution of our ‘smart growth’ strategy enabled all our Regions and Product Groups to contribute to top- and bottom-line, delivering on our mid-term guidance."
Looking ahead, he added: "The continued execution of our ‘smart growth’ strategy, good visibility on volume growth and healthy global demand give us confidence that we are well on track to achieve our mid-term guidance."
Read the full details on our Annual Report microsite: www.annual-report.barry-callebaut.com.
The document provides Total's results and outlook for 2016. It summarizes their resilient 2015 performance despite lower oil prices, including production growth of 9.4% and $8 billion in downstream cash generation. For 2016, Total plans to decrease capex to around $19 billion, increase opex savings to $2.4 billion, and further lower their cash breakeven. They also discuss strong safety and operational performance, progress on asset sales, growing production from new projects starting up, and maintaining focus on shareholder returns.
Barry Callebaut - Half-Year Results Fiscal Year 2016/17Barry Callebaut
Barry Callebaut reported its half-year results for 2016/17, with volume growth picking up to 1.4% after intentionally phasing out less profitable cocoa contracts. Sales revenue increased 2.5% in local currencies, while EBIT improved 19.3% to CHF 238.4 million driven by chocolate volume growth, better product mix, and a strong cocoa business performance. Net profit was up 32.6% to CHF 142.1 million. The company confirmed its mid-term guidance of average 4-6% volume growth and EBIT growth above volume through 2017/18.
UGI Corporation is a distributor and marketer of energy products and services including natural gas, propane, butane, and electricity across 50 states and 16 European countries. It operates through several business units: UGI Utilities is Pennsylvania's largest gas utility serving over 600,000 customers; AmeriGas is the largest retail propane marketer in the US serving over 2 million customers; International operations distribute propane in Europe; and Midstream & Marketing sources and markets natural gas and electricity. UGI aims to generate steady growth and income through its diversified portfolio.
Full-Year Results Fiscal Year 2014/15 of the Barry Callebaut Group - Media Co...Barry Callebaut
The document summarizes Barry Callebaut's full year results for 2014/15. Key highlights include:
- Sales volume grew 4.5%, significantly outpacing the global chocolate market.
- Operating profit increased 7.4% in local currencies despite challenging cocoa market conditions.
- Net profit decreased 2.7% in local currencies due to higher financing costs, foreign exchange losses, and taxes.
- For 2015/16, management expects volume growth of 4-6% but warns that current cocoa market conditions will temporarily impact profits.
Total's strategy focuses on improving efficiency, preparing for the future, leveraging its integrated business model, tackling short-term challenges, positioning strongly for the medium-term, and creating long-term shareholder value. In the short-term, Total aims to improve safety and delivery, reduce costs, and generate cash flow. For the medium-term, Total seeks to lower its oil portfolio's breakeven, expand along the gas value chain, and capitalize on its customer-focused culture. Total also aims to develop a profitable low-carbon business to create value over the long-term.
CEO presentation - Delivering Strategy 2022 - “Building for Growth”LafargeHolcim
LafargeHolcim held a 2018 Capital Markets Day to outline its strategy for delivering growth until 2022. The company reported accelerated revenue growth in Q3 2018 and that its cost savings program was ahead of target. LafargeHolcim's strategy focuses on four drivers: growth, simplification & performance, financial strength, and vision & people. The company aims to further increase sales, improve profitability in all business segments, continue divestments to strengthen its balance sheet, and build a performance-oriented organization. LafargeHolcim expects positive market trends to continue in 2019 and has set targets for further revenue and earnings growth that year.
Victrex reported a robust performance for the fiscal year ended 30 September 2013, with volume, revenue, and earnings per share ahead of the previous year. Gross margins remained strong despite adverse currency movements. The company continued investing to support future growth programs and achieved record cash generation. Both the VPS and Invibio business units reported stable or slightly improved performance. Looking forward, Victrex is well positioned for continued growth driven by focused market-led innovation and opportunities in key strategic markets like automotive, aerospace, and medical devices.
Barry Callebaut Group – Full-Year Results, Fiscal Year 2019/20 - Roadshow Pre...Barry Callebaut
On November 11, 2020, the Barry Callebaut Group published its Annual Report for the fiscal year 2019/20 which ended on August 31, 2020.
Antoine de Saint-Affrique, CEO of the Barry Callebaut Group, said: “I am proud of the solid set of results and strengthened balance sheet that we managed to deliver in unprecedented times. They are testimony to the strength and resilience of Barry Callebaut, its employees and its culture. Our focus on care, continuity and cash helped us to safeguard the health of our people and communities, to serve our customers well at a time when they need it most, and to enhance the financing of our company.”
For more details check out the press release on our website:
https://bit.ly/BC_FYR_2019_20
Gama Aviation Plc, the global aviation services company, is pleased to announce its interim results from June 30th 2015.
For more information see: www.gamaaviation.com/investor-centre.
2013 Fourth Quarter Results - The slides for the analyst presentationLafarge
- Lafarge reported its 2013 fourth quarter and full year results. Key highlights included continued improvement in operational trends with volumes up and prices remaining firm. EBITDA was up 14% on a like-for-like basis in Q4 despite foreign exchange impacts. Net debt was reduced by €1 billion for the full year. Lafarge expects markets to grow 2-5% in 2014 and will focus on executing cost savings and organic growth initiatives.
Kemira is restructuring to become a pure-play water company focused on growth markets. It has divested non-water businesses and reorganized operations around key regions. Fit for Growth initiatives have improved profitability and are expected to deliver €60 million in savings by 2014. Kemira is also turning around its Municipal & Industrial segment through a new customer segmentation model, manufacturing optimization, and reduced SKUs. The company aims for an operative EBIT margin of 10% in Municipal & Industrial by 2014.
AkzoNobel Q4 and Full Year 2013 Results Investor Update PresentationAkzoNobel
The document provides an investor update on AkzoNobel's full-year 2013 and Q4 results. Some key points:
- Revenue for 2013 was down 5% due to adverse currency effects and divestments, but operating income increased 6% to €958 million.
- Net debt was reduced significantly from €2.3 billion in 2012 to €1.5 billion in 2013.
- The performance improvement program delivered over €500 million in savings, exceeding its target one year ahead of schedule.
- Volumes improved in all business areas in Q4 2013 compared to a year ago, though revenues were down due to currency impacts.
- The company remains on track to deliver its 2015 targets despite challenging market
The document provides a trading statement and financial information for HeidelbergCement for 2014. Some key points:
- Solid volume increases were seen in all business lines across the group. Revenue increased 8% on a like-for-like basis and operating EBITDA increased 9% on a like-for-like basis.
- The disposal of the Building Products business line was successfully completed for 1.4 billion USD. Net debt was reduced to below 7 billion EUR.
- 5.6 million tons of new cement capacity was commissioned in Africa, Indonesia, and Kazakhstan.
- In North America, the market recovery continued with prices up across all business lines and regions. Volumes also increased
This document provides an interim financial results presentation for RPC Group PLC. Key points include:
- Revenue increased 8% to £524.7 million for the first half of the year. Adjusted operating profit was £46.6 million.
- The company's Vision 2020 strategic plan focuses on organic growth, European acquisitions, and expanding globally.
- Their "Fitter for the Future" optimization program aims to rationalize manufacturing, optimize business portfolio, and realize property value. It is expected to deliver annualized operating profit improvements of at least £10 million.
Presentation by LafargeHolcim management, Miljan Gutovic and Jamie Gentoso to members of the financial community at LafargeHolcim Capital Markets Day 2018
Royal Vopak - Capital Markets Day 2013 - Dick RichelleCompany Spotlight
The document summarizes opportunities for Royal Vopak in the U.S. Gulf Coast area given developments in the oil and gas industry. The shale revolution has increased U.S. oil and gas production and positioned the U.S. to export more oil, gas, and gas-derived chemicals and fuels. This could drive demand for new storage capacity in the U.S. Gulf Coast. Vopak already has terminals in the area and sees opportunities to expand through building additional capacity at existing terminals, developing greenfield sites, and partnering to capitalize on growing export volumes of oil, chemicals, gases, and biofuels. Pipeline access and first mover advantages will be critical to successfully capturing new opportunities.
- HeidelbergCement reported its third quarter 2014 results, with continued volume growth across all business lines. Revenue increased 3% year-over-year to €10.1 billion, while operating EBITDA rose 6% to €1.8 billion.
- On a like-for-like basis, revenue increased 9% and operating EBITDA grew 14%, driven by margin improvements in all business lines. The company achieved 58% operating leverage at the group level.
- Volumes increased across all product lines, with cement volumes up 5% and aggregates volumes rising 5% compared to the third quarter of 2013.
Sika experienced dynamic growth and record sales in 2014, with 13% overall sales growth and sales increases in all regions. Sales grew 15.2% in emerging markets, with Sika opening 8 new factories globally during the year. Sika remains on track to achieve its Strategy 2018 targets of 6-8% annual growth, with 42-45% of sales in emerging markets and over 10% operating profit. While a planned change of control transaction with Saint-Gobain was rejected due to conflicts of interest and integration challenges, Sika remains open to constructive alternatives that allow it to continue successful growth and protect shareholder interests.
Barry Callebaut Group – Full-Year Results, Fiscal Year 2020/21 - Media & Anal...Barry Callebaut
On November 10, 2021, the Barry Callebaut Group published its Annual Report for the fiscal year 2020/21 which ended on August 31, 2021.
Peter Boone, CEO of the Barry Callebaut Group, said: "In fiscal year 2020/21, we have returned to our healthy growth path, with good profitability and strong Cash flow generation. Growth outpaced the underlying markets, with all Regions and Key growth drivers contributing to the good results. I want to thank all colleagues at Barry Callebaut for these results. They are living our corporate values and are the foundation of our success in the past 25 years."
Read more on our website: https://bit.ly/annual-results-2020-21
On November 8, 2017, the Barry Callebaut Group published its full-year result for the fiscal year 2016/17.
Antoine de Saint-Affrique, CEO of the Barry Callebaut Group, said: “I am delighted to announce a strong set of results. We saw a good performance across all our Regions and Product Groups at the top and bottom-line level. We keep delivering on our ‘smart growth’ agenda, which is reflected in the improvement of all our Group key financial metrics.”
Looking ahead, he added: “We will continue to deliver on our ‘smart growth’ strategy. A more supportive cocoa products market and slightly improving global demand for chocolate, together with the consistent execution of our strategy, give us the confidence to extend our mid-term guidance to fiscal year 2018/19: We are expecting 4-6% volume growth and EBIT above volume growth in local currencies on average for the 4-year period 2015/16 to 2018/19, barring any major unforeseen events.”
Read the full details on our Annual Report microsite: www.annual-report.barry-callebaut.com.
Barry Callebaut Group - Annual Results for the fiscal year 2017/18Barry Callebaut
On November 7, 2018, the Barry Callebaut Group published its full-year result for the fiscal year 2017/18.
Antoine de Saint-Affrique, CEO of the Barry Callebaut Group, said:
"I am delighted to announce a set of very strong results. The consistent execution of our ‘smart growth’ strategy enabled all our Regions and Product Groups to contribute to top- and bottom-line, delivering on our mid-term guidance."
Looking ahead, he added: "The continued execution of our ‘smart growth’ strategy, good visibility on volume growth and healthy global demand give us confidence that we are well on track to achieve our mid-term guidance."
Read the full details on our Annual Report microsite: www.annual-report.barry-callebaut.com.
The document provides Total's results and outlook for 2016. It summarizes their resilient 2015 performance despite lower oil prices, including production growth of 9.4% and $8 billion in downstream cash generation. For 2016, Total plans to decrease capex to around $19 billion, increase opex savings to $2.4 billion, and further lower their cash breakeven. They also discuss strong safety and operational performance, progress on asset sales, growing production from new projects starting up, and maintaining focus on shareholder returns.
Barry Callebaut - Half-Year Results Fiscal Year 2016/17Barry Callebaut
Barry Callebaut reported its half-year results for 2016/17, with volume growth picking up to 1.4% after intentionally phasing out less profitable cocoa contracts. Sales revenue increased 2.5% in local currencies, while EBIT improved 19.3% to CHF 238.4 million driven by chocolate volume growth, better product mix, and a strong cocoa business performance. Net profit was up 32.6% to CHF 142.1 million. The company confirmed its mid-term guidance of average 4-6% volume growth and EBIT growth above volume through 2017/18.
UGI Corporation is a distributor and marketer of energy products and services including natural gas, propane, butane, and electricity across 50 states and 16 European countries. It operates through several business units: UGI Utilities is Pennsylvania's largest gas utility serving over 600,000 customers; AmeriGas is the largest retail propane marketer in the US serving over 2 million customers; International operations distribute propane in Europe; and Midstream & Marketing sources and markets natural gas and electricity. UGI aims to generate steady growth and income through its diversified portfolio.
Full-Year Results Fiscal Year 2014/15 of the Barry Callebaut Group - Media Co...Barry Callebaut
The document summarizes Barry Callebaut's full year results for 2014/15. Key highlights include:
- Sales volume grew 4.5%, significantly outpacing the global chocolate market.
- Operating profit increased 7.4% in local currencies despite challenging cocoa market conditions.
- Net profit decreased 2.7% in local currencies due to higher financing costs, foreign exchange losses, and taxes.
- For 2015/16, management expects volume growth of 4-6% but warns that current cocoa market conditions will temporarily impact profits.
Total's strategy focuses on improving efficiency, preparing for the future, leveraging its integrated business model, tackling short-term challenges, positioning strongly for the medium-term, and creating long-term shareholder value. In the short-term, Total aims to improve safety and delivery, reduce costs, and generate cash flow. For the medium-term, Total seeks to lower its oil portfolio's breakeven, expand along the gas value chain, and capitalize on its customer-focused culture. Total also aims to develop a profitable low-carbon business to create value over the long-term.
CEO presentation - Delivering Strategy 2022 - “Building for Growth”LafargeHolcim
LafargeHolcim held a 2018 Capital Markets Day to outline its strategy for delivering growth until 2022. The company reported accelerated revenue growth in Q3 2018 and that its cost savings program was ahead of target. LafargeHolcim's strategy focuses on four drivers: growth, simplification & performance, financial strength, and vision & people. The company aims to further increase sales, improve profitability in all business segments, continue divestments to strengthen its balance sheet, and build a performance-oriented organization. LafargeHolcim expects positive market trends to continue in 2019 and has set targets for further revenue and earnings growth that year.
Victrex reported a robust performance for the fiscal year ended 30 September 2013, with volume, revenue, and earnings per share ahead of the previous year. Gross margins remained strong despite adverse currency movements. The company continued investing to support future growth programs and achieved record cash generation. Both the VPS and Invibio business units reported stable or slightly improved performance. Looking forward, Victrex is well positioned for continued growth driven by focused market-led innovation and opportunities in key strategic markets like automotive, aerospace, and medical devices.
Barry Callebaut Group – Full-Year Results, Fiscal Year 2019/20 - Roadshow Pre...Barry Callebaut
On November 11, 2020, the Barry Callebaut Group published its Annual Report for the fiscal year 2019/20 which ended on August 31, 2020.
Antoine de Saint-Affrique, CEO of the Barry Callebaut Group, said: “I am proud of the solid set of results and strengthened balance sheet that we managed to deliver in unprecedented times. They are testimony to the strength and resilience of Barry Callebaut, its employees and its culture. Our focus on care, continuity and cash helped us to safeguard the health of our people and communities, to serve our customers well at a time when they need it most, and to enhance the financing of our company.”
For more details check out the press release on our website:
https://bit.ly/BC_FYR_2019_20
Gama Aviation Plc, the global aviation services company, is pleased to announce its interim results from June 30th 2015.
For more information see: www.gamaaviation.com/investor-centre.
2013 Fourth Quarter Results - The slides for the analyst presentationLafarge
- Lafarge reported its 2013 fourth quarter and full year results. Key highlights included continued improvement in operational trends with volumes up and prices remaining firm. EBITDA was up 14% on a like-for-like basis in Q4 despite foreign exchange impacts. Net debt was reduced by €1 billion for the full year. Lafarge expects markets to grow 2-5% in 2014 and will focus on executing cost savings and organic growth initiatives.
Kemira is restructuring to become a pure-play water company focused on growth markets. It has divested non-water businesses and reorganized operations around key regions. Fit for Growth initiatives have improved profitability and are expected to deliver €60 million in savings by 2014. Kemira is also turning around its Municipal & Industrial segment through a new customer segmentation model, manufacturing optimization, and reduced SKUs. The company aims for an operative EBIT margin of 10% in Municipal & Industrial by 2014.
AkzoNobel Q4 and Full Year 2013 Results Investor Update PresentationAkzoNobel
The document provides an investor update on AkzoNobel's full-year 2013 and Q4 results. Some key points:
- Revenue for 2013 was down 5% due to adverse currency effects and divestments, but operating income increased 6% to €958 million.
- Net debt was reduced significantly from €2.3 billion in 2012 to €1.5 billion in 2013.
- The performance improvement program delivered over €500 million in savings, exceeding its target one year ahead of schedule.
- Volumes improved in all business areas in Q4 2013 compared to a year ago, though revenues were down due to currency impacts.
- The company remains on track to deliver its 2015 targets despite challenging market
The document provides a trading statement and financial information for HeidelbergCement for 2014. Some key points:
- Solid volume increases were seen in all business lines across the group. Revenue increased 8% on a like-for-like basis and operating EBITDA increased 9% on a like-for-like basis.
- The disposal of the Building Products business line was successfully completed for 1.4 billion USD. Net debt was reduced to below 7 billion EUR.
- 5.6 million tons of new cement capacity was commissioned in Africa, Indonesia, and Kazakhstan.
- In North America, the market recovery continued with prices up across all business lines and regions. Volumes also increased
This presentation discusses Phillips 66's strategy of focusing on returns, operating excellence, and growth. It provides the following key points:
1. In 2016, Phillips 66 achieved its safest year and highest refining utilization on record. Its CPChem petrochemical project in the US Gulf Coast is over 90% complete.
2. Phillips 66 is growing its midstream business through investments in infrastructure as US oil and gas production increases. Its MLP Phillips 66 Partners is expected to have $1.1 billion in EBITDA by 2018.
3. Phillips 66 maintains financial strength through disciplined capital allocation. It funds sustaining and growth capital while growing dividends and ongoing share repurchases.
This document provides an overview and summary of SBM Offshore's presentation at the Barclays Conference in September 2013. Some key points:
- SBM Offshore is a leading FPSO provider with 16 FPSOs currently in its lease fleet and over 160 years of FPSO experience.
- Emerging opportunities for FPSOs include remote discoveries favoring floating production, exponential technology demand, and potential for units producing over 100,000 bbl/day.
- SBM's strategy is to focus on core FPSO products and services to improve risk/reward balance and financial returns, through selective bidding, investment in technology, and strengthening local content.
- The outlook presented over 20 potential FPSO project
- Phillips 66 is a diversified energy manufacturing and logistics company with refining, midstream, chemicals, and marketing and specialties businesses.
- It has a portfolio of leading downstream businesses that generate resilient cash flow through the commodity cycle.
- The company pursues growth in its midstream and chemicals businesses while maintaining financial flexibility and returning capital to shareholders.
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Royal Vopak - Capital Markets Day - 2013 - Jack de Kreij
1. Value creation through capital disciplined growth
Capital Markets Day, 10 December 2013
Jack de Kreij, Vice Chairman of the Executive Board and CFO
2. Forward-looking statements
This presentation contains ‘forward-looking statements’, based on currently available plans and forecasts. By
their nature, forward-looking statements involve risks and uncertainties because they relate to events and
depend on circumstances that may or may not occur in the future, and Vopak cannot guarantee the accuracy
and completeness of forward-looking statements.
These risks and uncertainties include, but are not limited to, factors affecting the realization of ambitions and
financial expectations, developments regarding the potential capital raising, exceptional income and expense
items, operational developments and trading conditions, economic, political and foreign exchange
developments and changes to IFRS reporting rules.
Vopak’s EBITDA ambition does not represent a forecast or any expectation of future results or financial
performance.
Statements of a forward-looking nature issued by the company must always be assessed in the context of the
events, risks and uncertainties of the markets and environments in which Vopak operates. These factors could
lead to actual results being materially different from those expected, and Vopak does not undertake to publicly
update or revise any of these forward-looking statements.
2
Capital Markets Day 10 December 2013
3. Contents
Strategic value creation and drivers
Capital disciplined growth
1 Investments and risk-return profile
2 Flexible long-term funding
3 Balanced dividend policy
3
Capital Markets Day 10 December 2013
4. Timeline
Expansion projects key driver for further
EBITDA growth
Past
Near Past
2003-06 2007-09 2010-11
2012
Present
Near
Future
Post 2016
2013
2014-16
>2016
Occupancy improvements
Full potential playing field
between 90-95%
Operational efficiency gains
Capacity expansion
Note: Tickmarks for illustration purposes only.
4
Capital Markets Day 10 December 2013
85-90%
Upward potential?
~
5. Past
EBITDA growth in the past
Main 2003-2012 global drivers supporting Vopak’s growth
Catch-up new
markets
I
Liberalization
IV
Occupancy
improvements
Increasing
trade
III
V
II
Growing
energy
demand
5
Capital Markets Day 10 December 2013
New
products
to store
Operational
efficiency gains
Capacity expansion
6. Past and present
Occupancy rate development per division
Reflects challenges in certain product-market segments
Total
92
84
30.6 mln cbm
94 96 95 94 93 93
91
93 94 93 94 94 93
88
’04 ‘05 ‘06 ‘07 ‘08 ‘09 ‘10 ‘11 ‘12YTD
‘13
3.3
Americas
88
92
Netherlands
94
93
90
’04 ‘05 ‘06 ‘07 ‘08 ‘09 ‘10 ‘11 ‘12YTD
‘13
96 98 97 95 95 94
84
93
89
’04 ‘05 ‘06 ‘07 ‘08 ‘09 ‘10 ‘11 ‘12YTD
‘13
6
Capital Markets Day 10 December 2013
7.4
96 98 97 94
93 92 94 94 95
95
86
89
’04 ‘05 ‘06 ‘07 ‘08 ‘09 ‘10 ‘11 ‘12YTD
‘13
9.6
92 93
89 90 88 89
80
’04 ‘05 ‘06 ‘07 ‘08 ‘09 ‘10 ‘11 ‘12YTD
‘13
Note: Occupancy rate in percent; Subsidiaries only.
Asia
83
EMEA
Upward potential
for the future?
9.5
x
>90%
>85%
Storage Capacity in
million cbm (Q3 2013)
7. Past and present
EBITDA margins
Aligned with Vopak’s business model
100
92
84
94
96
95
94
93
93
91
88
50
40
60
Occupancy rate**
80
30
40
20
20
10
0
0
2004 2005 2006 2007 2008 2009 2010 2011 2012 HY1
2013
* EBIT(DA) divided by revenues; Excluding exceptional items; excluding net result from joint ventures and associates; ** Subsidiaries only
Note: Due to the retrospective application of the Revised IAS 19, EBIT(DA) margin for 2012 has been restated.
7
Capital Markets Day 10 December 2013
EBITDA margin*
Occupancy rate and EBITDA margin development
In percent
8. Past, present, future
Storage Capacity developments
Split by brownfield, greenfield, acquisition, divestment and various
Storage Capacity developments
In million cbm; commissioned and under construction
Future: Continued
balanced mix
+4.3
+11.2
A mix of brownfield
34.9
4.3
4.4
4.1
2.9
30.6
0.8
0.5
0.9
8.0
Past
Present
Acquisition
Greenfield
Q3
2013
Brownfield
Various
Divestment
Acquisition
Greenfield
1-12003
Brownfield
19.4
FY
2015
Near future
Note: Including only projects under construction estimated to be commissioned for the period Q4 2013-2015.
8
Capital Markets Day 10 December 2013
and greenfield
projects
Strategic alliances
support Vopak’s growth
strategy
Acquisitions and
divestments will also
be considered as part
of the continuous drive
to further align our
terminal network with
long-term market
developments
Future
9. Past, present, future
Storage Capacity developments per division
Split by subsidiaries and joint ventures and associates
Netherlands
Americas
9.5
Storage Capacity
In million cbm
3.3
7.4
3.3
2003
Q3
2013
2015
3.3
2003
Q3
2013
2015
9.6
LNG*
Q3
2013
10.2
Q3
2013
2015
EMEA
2015
6.9
joint ventures
subsidiaries
0.8
2003
0.8
Q3
2013
2015
2003
* Equal to 19.4 billion cubic meters per annum.
Note: In million cbm; including only projects under construction estimated to be commissioned for the period Q4 2013-2015.
9
10.6
34.9
19.9
2003
10.0
6.5
3.2
30.6
Asia
Capital Markets Day 10 December 2013
2003
Q3
2013
2015
10. Present
2013 EBITDA outlook: ~EUR 750 million
Looking back
2013 EBITDA outlook
In EUR million
Q4 2010
until
Q1 2012
Description
Average occupancy rate of around 90% and a
lower result from the joint venture in Estonia
Adverse foreign exchange developments and
higher pension charges
725-800
Q1 2013*
Q2 2013
until
Q3 2013
First announcement 2013 outlook statement
and Vopak continues to be well positioned in
positive market environment
760-800
730-780
Q4 2013
~750
Lower demand for storage in certain productmarket combinations and adverse FX
The fourth quarter 2013 EBITDA will most likely
not exceed the third quarter 2013 EBITDA level**
Vopak expects to realize an EBITDA of
around EUR 750 million
* With an EBITDA of EUR 768.4 million (restated, due to the retrospective application of the Revised IAS 19) in 2012, Vopak already achieved its
initial 2013 outlook of EUR 725-800 million EBITDA in 2012.
** As per Q3 2013.
Note: Excluding exceptional items; including net result from joint ventures and associates, at constant currencies.
10 Capital Markets Day 10 December 2013
11. Near future
2014 EBITDA development
- Undiminished focus on executing successfully its disciplined growth strategy whilst
striving for further efficiency improvements
- Also for 2014, Vopak deems the market circumstances challenging to exceed the
EBITDA record of financial year 2012 (EUR 768 million)
Value drivers 2014
Looking ahead
Occupancy
improvements
In Europe, continuing testing economic climate and a highly
competitive market environment in certain product-market
combinations
For Americas, positive market developments in a competitive
investment environment
In Asia and the Middle East, continuing healthy storage demand
Operational
efficiency gains
Capacity expansion
Upward
potential
for the future?
?
~
EBITDA margins aligned with Vopak’s business model
Impact of recent divestments
A phased introduction of new storage capacity expansions
Including a forecasted delay in positive contribution from certain
new joint venture terminal projects in our Asia division
The increased depreciation is expected to
weigh on EPS development
11 Capital Markets Day 10 December 2013
12. Near future
Vopak’s capital disciplined growth strategy
to EBITDA ambition of EUR 1 billion
EBITDA* ambition
In EUR million
x% CAGR
+11%
1,000
+16%
Continued capital
disciplined growth
strategy
232
768
370
It has become unlikely that
2004
2007
Capacity Changes FX impact
(restated) commis- occupancy
sioned /
rates /
under
tariffs /
construction costs
2012
Pension
impact
Approval
and
execution
of
additional
projects
>2016
Vopak will reach the EBITDA
ambition of EUR 1 billion
already in 2016
No major growth projects have
been approved during the last
1.5 years
Potential additional to be
approved capacity expansions
are only expected to provide
meaningful EBITDA
contributions beyond 2016
Timing of new profitable
expansion projects has
become less apparent
We will diligently review the
status and timing of all new
projects under consideration
and provide a further update
on this EBITDA ambition in the
second half year of 2014
* Excluding exceptional items; including net result from joint ventures and associates, at constant currencies.
Note 1: Graph is for illustration purposes only; size of the bars do not represent actual figures. The ambition does not represent a forecast or an expectation of future results or financial performance.
Note 2: Due to the application of the Revised IAS 19, EBITDA for 2012 has been restated.
12 Capital Markets Day 10 December 2013
14. Long-term future
EBITDA growth paths in the future
Timing of new profitable expansion projects has become
less apparent
Renewables?
A further shift
to East?
IV
I
III
Upward
potential
for the future?
Occupancy
improvements
Operational
efficiency gains
V
II
GDP growth
paths?
Further globalization?
14 Capital Markets Day 10 December 2013
Capacity expansion
Energy demand
growth and trade?
15. Future
EBITDA scenarios
Timing of to be approved projects remains key
Historical results
Outlook 2013
Ambition 2016
x CAGR
16%
1.000
768 ~750
17%
429
232
2004
2008
Past
2012 2013
Present
>2016
2020
Future
Note: In million EUR; excluding exceptional items; including net result from joint ventures and associates, outlook at constant currencies.
Due to the retrospective application of the Revised IAS 19, EBITDA for 2012 has been restated.
15 Capital Markets Day 10 December 2013
16. Future
Value creation through capital disciplined
growth
Unit of measure
Description
Service and
efficiency
delivery
Continued focus on
sustainability, service,
and operational
efficiency
improvements
Challenging
product-market
combinations
Close monitoring of
global drives and
competitive environment
Evaluations of strategic
options
Alignment
current terminal
network
Upgrading and
divestments to align
current terminal network
with energy dynamics
Capital
disciplined
expansions
Capital disciplined
expansions with sound
risk-return profiles
Further positioning
Vopak’s global network
16 Capital Markets Day 10 December 2013
Oil
products
Industrial Biofuels/
Chemicals terminals Vegoils
LNG
17. Outlook assumptions
Overall healthy demand for our storage services
~x% Share of EBIT*
Oil products
~60-65%
2012
Robust
Chemicals
Industrial terminals
Biofuels & Vegoils
LNG
~17.5-20%
~7.5-10%
~5-7.5%
~2.5-5%
Mixed
Solid
Mixed
Solid
2013
Robust
Steady
Solid
Mixed
Solid
2014
Robust
Steady
Solid
Mixed
Solid
* Excluding exceptional items; including net result from joint ventures and associates.
Note: width of the boxes does not represent actual percentages; company estimates.
17 Capital Markets Day 10 December 2013
18. Contents
Strategic value creation and drivers
Capital disciplined growth
1 Investments and risk-return profile
2 Flexible long-term funding
3 Balanced dividend policy
18 Capital Markets Day 10 December 2013
19. Capital disciplined growth
Balanced global terminal network management
1▪ Investments and
risk-return profile
3▪ Balanced dividend
policy
19 Capital Markets Day 10 December 2013
2▪ Flexible long-term
funding
20. Contents
Strategic value creation and drivers
Capital disciplined growth
1 Investments and risk-return profile
2 Flexible long-term funding
3 Balanced dividend policy
20 Capital Markets Day 10 December 2013
21. Return requirements for investments
Important elements to consider
First-mover
advantage
Footprint in
emerging markets
I
Optimization growth
opportunities
Option
Contribution from key
VI
accounts
III Mitigating downward
risks
Growth along
with key accounts
Strategic
alliances
V
Local WACC
Pay-back period
Project NPV / IRR
Equity IRR
21 Capital Markets Day 10 December 2013
value
II
IV
Commercial coverage
on projects
Contracted infrastructure
Launching Customers
MoUs/LoIs
22. Risk-return profile per type of investment
Vopak’s capital disciplined growth: Different concepts for
different purposes
High
Growth projects with
launching customers
Greenfield
Return
Growth project in
emerging countries
with only MoU’s
Brownfield
Option value
Contracted infrastructure
(e.g. LNG and industrial terminals)
Low
Low
High
Risk
Note: Graph for illustration purposes only.
22 Capital Markets Day 10 December 2013
23. Assessing value creation opportunities
Project funnel
Scenario
analysis
Scenario
Phase
Identification
Identify
analysis and
product
studies
Selection
Generate,
opportunities
Determine
feasibility and
align with
business strategy
develop and
select the
preferred project
option(s)
Definition
Develop the
project
scope, cost
and get the
project
funded
Investment governance structure
Reviewing risk-return profile and option value of investments
Realizing EBITDA growth
23 Capital Markets Day 10 December 2013
FID
After final
investment
decision,
execution and
evaluation
24. Sustaining and improvement Capex to
upgrade existing terminals
Sustaining and improvement Capex
In million EUR
720-920
Historical
guidance
610
600-800
415
215
120*
2004-2006
* Until HY1 2013.
Note: Rounded figures.
24 Capital Markets Day 10 December 2013
2007-2009
2010-2012
2013-2015
25. Further align current global terminal network
To ensure that services will be provided in the safest, most
sustainable and efficient manner for Vopak’s customers
Sustaining Capex
5-year
maintenance
programs
Terminal
integrity
Meet Vopak’s
operational and
safety standards
At least meet
local
governmental
requirements
and regulations
25 Capital Markets Day 10 December 2013
Improvement Capex
Fit for Purpose
infrastructure to
meet future client
needs
Upgrading existing
infrastructure
through Terminal
Master Plan
Improving local
competitiveness
and frontline
execution
Logistic efficiency
and service
improvements for
our clients
26. Contents
Strategic value creation and drivers
Capital disciplined growth
1 Investments and risk-return profile
2 Flexible long-term funding
3 Balanced dividend policy
26 Capital Markets Day 10 December 2013
27. Capital disciplined growth
Stable solvency ratio
Total equity and liabilities
In EUR mln
4,152
4,386
4,556
3,649
56%
60%
60%
45%
42%
44%
40%
40%
2009
2010
2011
2,947
2,585
1,997
Net
liabilities*
Equity
58%
55%
1,470
1,588
1,703
62%
58%
57%
38%
42%
43%
44%
39%
2004
2005
2006
2007
2008
61%
56%
2012
HY1
restated 2013
* Cash and cash equivalents are subtracted from Liabilities; for example Net liabilities amounted to EUR 2,633.4 million
at 31 December 2012: EUR 3,085.0 million (total liabilities) minus EUR 452.0 million (cash and cash equivalents).
27 Capital Markets Day 10 December 2013
28. Nationale DenkTank
2009
Vopak’s capital disciplined growth strategy
Unit of measure
Supported by a solid capital structure with balanced leverage
0
Net debt : EBITDA ratio
Limited
leverage
Net debt
: EBITDA
0-2
S&P
rating
Balanced
leverage
>A-
2-3.75
28 Capital Markets Day 10 December 2013
6
Relatively
high
leverage
>3.75
<BBB
Positioning Vopak
as reliable
counterparty to
clients
Positioning
Vopak
as reliable joint
venture partner
Benefits
Broader
diversification
of funding
sources
Increased ability
to rapidly seize
investment
opportunities
29. Vopak’s capital structure
Enabling flexible access to capital markets
Existing sources to capital markets
Ordinary Shares*
Listed on Euronext
Market cap:
5.8 EUR billion
Private Placement
Programs*
Preference Shares*
Preference Shares 2009
Not listed
EUR 77 million
USD: 2.1 billion
SGD: 435 million
JPY: 20 billion
Average remaining
duration ~ 10 years
Syndicated Revolving
Credit Facility*
Sub Loans USPP
USD 107.5 million
EUR 1.0 billion
15 banks
participating
Duration until
2 February 2018
Currently no
drawdowns
outstanding
Future potential new sources to capital markets
C-shares**
Subordinated debt
Credit rating
* As per 30 June 2013; ** In the EGM of 17 September 2013, the shareholders authorized Vopak’s Executive Board, subject to approval of the
Supervisory Board, to launch the offering of the cumulative preference C-shares. The authorization is given up to and including
21 March 2014. Thereafter, the period may be extended subject to approval at the (Annual)General Meeting of Shareholders.
29 Capital Markets Day 10 December 2013
30. Contents
Strategic value creation and drivers
Capital disciplined growth
1 Investments and risk-return profile
2 Flexible long-term funding
3 Balanced dividend policy
30 Capital Markets Day 10 December 2013
31. Vopak’s dividend: past and present
A balanced dividend policy
Dividend and EPS 2006-2012**
In EUR
EPS
Cash dividend
2.70
Dividend policy
+18%
1.92
2.08
2.16
1.62
1.31
1.28
0.98
0.625
0.70
0.80
0.375
0.55
0.88
0.475
2006
2007
2008
2009
2010
2011
2012
Past
Past
Past
“Barring exceptional
circumstances, the
intention is to pay an
annual cash dividend
of 25-50% of the net
profit*”
HY1
2013
Present
Future
Present
* Excluding exceptional items; attributable to holders of ordinary shares; in order to safeguard flexibility with regards to payment of dividend to holders
of ordinary shares, during the EGM Vopak amended its current dividend policy by increasing the maximum pay-out to holders of ordinary shares
from 40% to 50%.
** Excluding exceptional items; historical figures adjusted for 1:2 share split effectuated May 17, 2010.
31 Capital Markets Day 10 December 2013
32. Future
Value creation through capital disciplined
growth
Unit of measure
Description
Service and
efficiency
delivery
Continued focus on
sustainability, service,
and operational
efficiency
improvements
Challenging
product-market
combinations
Close monitoring of
global drives and
competitive environment
Evaluations of strategic
options
Alignment
current terminal
network
Upgrading and
divestments to align
current terminal network
with energy dynamics
Capital
disciplined
expansions
Capital disciplined
expansions with sound
risk-return profiles
Further positioning
Vopak’s global network
32 Capital Markets Day 10 December 2013
Oil
products
Industrial Biofuels/
Chemicals terminals Vegoils
LNG