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DYNAMIC GROWTH CONTINUES – RECORD
SALES IN ALL REGIONS
SIKA INVESTOR PRESENTATION, JANUARY 13, 2015
1. HIGHLIGHTS AND SALES 2014
HIGHLIGHTS SALES 2014
 Q4 with continued growth momentum
 13.0% sales growth (8.3% in CHF) to CHF 5.57 billion (FY)
 Record sales in all regions
 Asia/Pacific with more than 1 billion of sales for the first time
 Sales up 15.2% in emerging markets
 EBIT expected to exceed CHF 600 million
 8 new factories in Brazil, Mexico, Indonesia, Singapore, India,
Serbia and USA (2)
 Strategy 2018 on track, exceeding financial targets
3
+ 15.9%
+ 13.3%
+ 12.8%
+ 7.9%
13.0% SALES GROWTH FOR 2014
RECORD SALES IN ALL REGIONS
4
0.75
0.64
1.04North America
Latin America
EMEA Asia/Pacific
(in CHF bn, Growth at
constant FX)
2013 2014
2.73
Growth of 15.2% in Emerging Markets
Opening of Sika plant:
 7th plant in Brazil (Aparecida de Goiânia, January 2014)
 2nd plant in Indonesia (Surabaya, May 2014)
 6th plant in India (Jhagadia, June 2014)
 New plant in Serbia (Simanovci, September 2014)
 2nd plant in Singapore (Singapore, October 2014)
 4th plant in Mexico (Tijuana, October 2014)
ACCELERATED BUILD-UP OF EMERGING MARKETS
INVESTMENTS 2014
5
India Serbia
Opening of Sika plants in North America:
 11th plant in the USA (Denver, May 2014)
 12th plant in the USA (Atlanta, July 2014)
BUILD-UP OF SUPPLY CHAIN IN GROWTH MARKETS
INVESTMENTS 2014
6
USA USA
2. SALES PERFORMANCE 2014
-1.3%
7.0% 7.3% 8.2% 14.1% 6.6% 6.3%
5.1%
+1.1%
1.2%
3.3%
9.6%
9.2%
7.4%
5.4%
1.3%
SALES GROWTH BY QUARTER – 2013 / 2014
DYNAMIC GROWTH MOMENTUM
8
-0.2%
8.2%
10.6%
17.8%
Q1 PY Q2 PY Q3 PY Q4 PY Q1 CY Q2 CY Q3 CY Q4 CY
QuarterlyS
1’043.1 1’359.4 1’405.2 1’334.5 1’206.2 1’450.7
23.3%
14.0%
11.7%
3.8%
at constant currency
acquisition
organic
Quarterly
sales
1.04 1.36 1.41 1.33 1.20 1.45 1.52 1.40
In CHF bn
9
SALES GROWTH BY REGION 2014
2.73
0.75
1.04
0.64
EMEA North America Asia/Pacific Latin America
+ 13.3% + 7.9% + 12.8% + 15.9% Growth (at constant FX)
- 2.6% - 3.0% - 6.0% - 13.4% FX impact
+ 9.2% + 0.0% + 3.5% + 4.9% Acquisition
In CHF bn
81%
19%
Construction
Industry
FIVE-YEAR OVERVIEW
NET SALES
10
4.42
4.56
4.83
5.14
5.57
6.3%
3.2%
5.8%
6.5%
8.3%
10.2%
15.5%
5.3%
9.4%
13.0%
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
14.0%
16.0%
18.0%
4.00
4.20
4.40
4.60
4.80
5.00
5.20
5.40
5.60
5.80
2010 2011 2012 2013 2014
In CHF bn
Sales growth in LC
Sales growth in CHF
3. STRATEGY 2018
MEGATRENDS DRIVE OUR GROWTH: URBANIZATION,
NEW VEHICLE DESIGN & SUSTAINABILITY
12
Higher demand for
infrastructure and
refurbishment
solutions
Sustainability:
Increasing demand
for safe-to-use and
low-emission
products
Increased safety, fire,
water, earthquake and
quality requirements
Increasing world
population with
urbanization and
megacities
New modular
vehicle
manufacturing
concepts need fast,
high strength
bonding systems
New vehicle design
with material mix
requires bonding
solutions
Rising demand for
high performance
concrete, sealing
and waterproofing
6-8% GROWTH PER YEAR
STRATEGY 2018:
SIKA’S GROWTH MODEL WILL DELIVER
13 |13 |
MARKET PENETRATION
INNOVATION
EMERGING MARKETS
ACQUISITIONS
VALUES
42% - 45% OF SALES IN
EMERGING MARKETS
> 10% OPERATING PROFIT
> 6% OPERATING FREE
CASH FLOW
> 20% RETURN ON
CAPITAL EMPLOYED
13
4. REJECTION OF PLANNED CHANGE OF
CONTROL TO SAINT-GOBAIN (SGO)
14
KEY EVENTS OF THE LAST 5 WEEKS
 Evening of Dec 5, board and management were informed of transaction by
family and SGO
 limited discussions between Sika and SGO during weekend, with SGO
rejecting constructive suggestions to mitigate flaws of current structure
 Publication of independent position of Sika board and management on
transaction Dec 8
 Planned transaction is not in the best interest of Sika or its public
shareholders
 Board and management do not support transaction in its planned form
 Family requested EGM to replace 3 independent board members with two
nominees to gain majority in board (Dec 10)
 Standard & Poor’s placed Sika on negative credit watch and will likely lower the
rating by two notches to 'BBB', equal to the rating of Saint-Gobain if the
transaction would be closed (Dec 10)
15
KEY EVENTS OF THE LAST 5 WEEKS (CONT.)
 Alternative proposals from Sika and presentation to shareholders (Dec 17)
 Request for agenda item and proposal to delete opting out by Ethos (Dec 23)
 Withdrawal of candidacy of Chris Tanner, who was one of the two board
member nominees proposed by the family (Dec 28)
 Family filed a petition at the cantonal court in Zug to enforce the EGM (Jan 5)
16
WHY SIKA CANNOT SUPPORT PROPOSED TRANSACTION
 Acquisition of control through majority of
votes
 Full consolidation of Sika
 Increasing (reported) growth, margins
and reduced capital intensity, as well as
improved geographic footprint
 But only 16% of economic exposure
 Intention to keep Sika listed / no offer to public
shareholders
 Claimed benefits based on unsubstantiated
business plan to year 2019 as presented by
SGO(1) (no interaction with Sika, no due
diligence)
 Sika 2019 EBIT of CHF 840-890m
 Plus EUR 180m additional synergies in
2019
17
 Public shareholders (84% of capital)
deprived of adequate compensation for
change of control / fundamental change
in nature of investment
 Inherent conflicting interests on all
levels: shareholders, board, management
and operations
 Significant implied complexities likely to
substantially slow down Sika’s
organization and impair Sika's successful
growth model
 Significant limitations to materialize
synergy potential especially stemming
from combination of directly competing
businesses
Note: (1) SGO capital markets presentation 8 Dec 2014
Transaction structure as planned by SGO Key implications & concerns
Effective and efficient integration of businesses not possible under planned structure
Significant risk of negative effects outweighing potential upsides
SIKA’S GROWTH MODEL DELIVERS
 Market penetration
 From roof to floor
 From new-build to refurbishment
 Push and pull market channels
 Global technology leadership
 Continuous innovations
 Economies of scale in core
technologies
 Accelerated build-up of Emerging Markets
 Acquisitions to strengthen market access,
technology, economies of scale
 Company values with entrepreneurial
spirit, high employee loyalty and lean
structure
 De-centralized business set-up
 P&L responsibility by country
 Reduced complexity
 Limited co-operations
18
 High growth (2010-2013 CAGR)(1)
 Sika: +5.2%
 SGO CP (ES): -0.6% / -4.4%(2)
 High profitability (2013A EBIT Margin)(1)
 Sika: 10.2%
 SGO CP (ES): 8.3%(3)
 Share price performance (LTM)(4)
 Sika: +34.1%
 SMI: +14.8%
 SGO: +2.9%
 Valuation multiples (2015E EV / EBITDA)(5)
 Sika: 9.4x
 SGO: 6.5x
 Standard & Poor’s Credit Rating
 Sika: A-
 SGO: BBBSource: Company filings, Capital IQ
Notes: (1) In reporting currencies; (2) in CHF on like-for-like basis; (3) Business income margin as defined by SGO, (4) Based on unaffected share prices as at 5-Dec-
14; (5) EV defined as market capitalization plus net financial debt, unfunded pensions and minorities, less equity investments; SGO CP (ES) = Saint Gobain
Construction Products Exterior Solutions
DEAL IMPAIRS SUCCESS OF SIKA
19
Significant downside risk for Sika and its public shareholders
 Increased complexity: numerous “at arm’s length” contracts envisaged in all
countries with dual presence
 Each transaction needs to fully comply with transfer pricing rules
 Significant implementation and ongoing monitoring effort and cost
 Protection of business secrets, incl. formulations
 Various conflicts of interest on all levels
 Direct competitors in mortars
 Allocation of synergies
 Balance sheet management
 Successful practice of keeping majority of board members independent set to
change
 Distraction from focus on profitable growth
 Absorption of management resources
 Allocation of synergies and dis-synergies
 Risk of paralyzing organization




Weber
€ 2.3bn
Other
Construction
Products
€ 8.8bn
Innovative
Materials -
Flat Glass
€ 4.8bn
Innovative
Materials -
HPM
€ 3.9bn
Building
Distribution
€ 17.9bn
Packaging
€ 3.5bn
OVERLAPS AND TOUCHPOINTS SIKA AND SGO
20
 SGO mortar business (Weber) is a direct
competitor to Sika
 Sika’s mortar business is operationally fully
integrated in the organization and core
element of growth strategy
 Core to supply chain management and
marketing approach
 14 new plants recently
 4 acquisitions recently
 Certain non-mortar revenue synergies
possible in complementary businesses, but
EBIT-impact difficult to quantify outside-in
SAINT GOBAIN PORTFOLIO
Source: Company financials, SGO 2014E financials based on broker consensus
Total: €41.1bn (2014E)
OVERSTATED SYNERGY POTENTIAL
Integration of Weber into Sika
Our preliminary views on run rate synergy potential (impact on EBIT in EURm)
Currently planned structure
We believe that synergies from at arm’s
length agreements will be offset by dis-
synergies in similar magnitude
21
in EURm in EURm
Improved structure will deliver approx.
EUR150m of synergy potential
-100
0
100
200
Revenue synergies
Capex savings
Cost synergies
General overhead
synergies
Purchasing synergies
Dis-synergies
-100
0
100
200
Total synergy
potential
Dis-synergies
POTENTIAL ALTERNATIVES TO REVERSE VALUE LOSS
22
Responsibility of both Sika and SGO to consider and (jointly) develop alternative solutions to
reverse significant value destruction
Note: (1) c. 14% based on unaffected market capitalisation of public shareholders as of 5 Dec divided
INTEGRATION WITH SGO
MORTARS UNDER SIKA
UMBRELLA
 Leading independent Construction Chemicals & Adhesives player with strong anchor
shareholder and proven management
 Removes key areas of market conflicts, but key implementation risks remain
 Appropriate governance to safeguard public shareholders’ interests critical
 Value creation potential from synergies and rerating
FULL BUSINESS
COMBINATION
 Requires appropriate value recognition of Sika’s growth and profitability, potentially offering
Sika public shareholders optionality to monetise or remain invested
 Creates leading Construction Chemicals player under SGO umbrella
 Risk of value de-rating from absorption of high-multiple Sika into lower-multiple SGO
OTHER SOLUTIONS
 Sika board and management receptive to other proposals
ENVISAGED TRANSACTION
ABANDONED
 Possible value recovery
SIKA OPEN FOR CONSTRUCTIVE DIALOGUE
 …that addresses obvious flaws of planned transaction
 …that allows Sika to continue to flourish and that supports integrity of our
business approach
 …that allows optimal materialization of synergy potential
 …that allows Sika’s public shareholders to (at least partially) recover experienced
substantial value losses
 …that converts currently planned ‘lose-lose’ transaction into a ‘win-win’
situation for both sides
23
Sika board and management act in the best interest of the company and its
shareholders
This presentation contains certain forward-looking statements. These forward-looking statements may be identified by words
such as ‘expects’, ‘believes’, ‘estimates’, ‘anticipates’, ‘projects’, ‘intends’, ‘should’, ‘seeks’, ‘future’ or similar expressions or by
discussion of, among other things, strategy, goals, plans or intentions. Various factors may cause actual results to differ
materially in the future from those reflected in forward-looking statements contained in this presentation, among others:
 Fluctuations in currency exchange rates and general financial market conditions
 Interruptions in production
 Legislative and regulatory developments and economic conditions
 Delay or inability in obtaining regulatory approvals or bringing products to market
 Pricing and product initiatives of competitors
 Uncertainties in the discovery, development or marketing of new products or new uses of existing products, including
without limitation negative results of research projects, unexpected side-effects of pipeline or marketed products
 Increased government pricing pressures
 Loss of inability to obtain adequate protection for intellectual property rights
 Litigation
 Loss of key executives or other employees
 Adverse publicity and news coverage.
Any statements regarding earnings per share growth is not a profit forecast and should not be interpreted to mean that Sika’s
earnings or earnings per share for this year or any subsequent period will necessarily match or exceed the historical published
earnings or earnings per share of Sika.
For marketed products discussed in this presentation, please see information on our website: www.sika.com
All mentioned trademarks are legally protected.
FORWARD-LOOKING STATEMENTS
24
THANK YOU FOR YOUR ATTENTION

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SIKA IR Deck - January 2015

  • 1. DYNAMIC GROWTH CONTINUES – RECORD SALES IN ALL REGIONS SIKA INVESTOR PRESENTATION, JANUARY 13, 2015
  • 2. 1. HIGHLIGHTS AND SALES 2014
  • 3. HIGHLIGHTS SALES 2014  Q4 with continued growth momentum  13.0% sales growth (8.3% in CHF) to CHF 5.57 billion (FY)  Record sales in all regions  Asia/Pacific with more than 1 billion of sales for the first time  Sales up 15.2% in emerging markets  EBIT expected to exceed CHF 600 million  8 new factories in Brazil, Mexico, Indonesia, Singapore, India, Serbia and USA (2)  Strategy 2018 on track, exceeding financial targets 3
  • 4. + 15.9% + 13.3% + 12.8% + 7.9% 13.0% SALES GROWTH FOR 2014 RECORD SALES IN ALL REGIONS 4 0.75 0.64 1.04North America Latin America EMEA Asia/Pacific (in CHF bn, Growth at constant FX) 2013 2014 2.73 Growth of 15.2% in Emerging Markets
  • 5. Opening of Sika plant:  7th plant in Brazil (Aparecida de Goiânia, January 2014)  2nd plant in Indonesia (Surabaya, May 2014)  6th plant in India (Jhagadia, June 2014)  New plant in Serbia (Simanovci, September 2014)  2nd plant in Singapore (Singapore, October 2014)  4th plant in Mexico (Tijuana, October 2014) ACCELERATED BUILD-UP OF EMERGING MARKETS INVESTMENTS 2014 5 India Serbia
  • 6. Opening of Sika plants in North America:  11th plant in the USA (Denver, May 2014)  12th plant in the USA (Atlanta, July 2014) BUILD-UP OF SUPPLY CHAIN IN GROWTH MARKETS INVESTMENTS 2014 6 USA USA
  • 8. -1.3% 7.0% 7.3% 8.2% 14.1% 6.6% 6.3% 5.1% +1.1% 1.2% 3.3% 9.6% 9.2% 7.4% 5.4% 1.3% SALES GROWTH BY QUARTER – 2013 / 2014 DYNAMIC GROWTH MOMENTUM 8 -0.2% 8.2% 10.6% 17.8% Q1 PY Q2 PY Q3 PY Q4 PY Q1 CY Q2 CY Q3 CY Q4 CY QuarterlyS 1’043.1 1’359.4 1’405.2 1’334.5 1’206.2 1’450.7 23.3% 14.0% 11.7% 3.8% at constant currency acquisition organic Quarterly sales 1.04 1.36 1.41 1.33 1.20 1.45 1.52 1.40 In CHF bn
  • 9. 9 SALES GROWTH BY REGION 2014 2.73 0.75 1.04 0.64 EMEA North America Asia/Pacific Latin America + 13.3% + 7.9% + 12.8% + 15.9% Growth (at constant FX) - 2.6% - 3.0% - 6.0% - 13.4% FX impact + 9.2% + 0.0% + 3.5% + 4.9% Acquisition In CHF bn 81% 19% Construction Industry
  • 12. MEGATRENDS DRIVE OUR GROWTH: URBANIZATION, NEW VEHICLE DESIGN & SUSTAINABILITY 12 Higher demand for infrastructure and refurbishment solutions Sustainability: Increasing demand for safe-to-use and low-emission products Increased safety, fire, water, earthquake and quality requirements Increasing world population with urbanization and megacities New modular vehicle manufacturing concepts need fast, high strength bonding systems New vehicle design with material mix requires bonding solutions Rising demand for high performance concrete, sealing and waterproofing
  • 13. 6-8% GROWTH PER YEAR STRATEGY 2018: SIKA’S GROWTH MODEL WILL DELIVER 13 |13 | MARKET PENETRATION INNOVATION EMERGING MARKETS ACQUISITIONS VALUES 42% - 45% OF SALES IN EMERGING MARKETS > 10% OPERATING PROFIT > 6% OPERATING FREE CASH FLOW > 20% RETURN ON CAPITAL EMPLOYED 13
  • 14. 4. REJECTION OF PLANNED CHANGE OF CONTROL TO SAINT-GOBAIN (SGO) 14
  • 15. KEY EVENTS OF THE LAST 5 WEEKS  Evening of Dec 5, board and management were informed of transaction by family and SGO  limited discussions between Sika and SGO during weekend, with SGO rejecting constructive suggestions to mitigate flaws of current structure  Publication of independent position of Sika board and management on transaction Dec 8  Planned transaction is not in the best interest of Sika or its public shareholders  Board and management do not support transaction in its planned form  Family requested EGM to replace 3 independent board members with two nominees to gain majority in board (Dec 10)  Standard & Poor’s placed Sika on negative credit watch and will likely lower the rating by two notches to 'BBB', equal to the rating of Saint-Gobain if the transaction would be closed (Dec 10) 15
  • 16. KEY EVENTS OF THE LAST 5 WEEKS (CONT.)  Alternative proposals from Sika and presentation to shareholders (Dec 17)  Request for agenda item and proposal to delete opting out by Ethos (Dec 23)  Withdrawal of candidacy of Chris Tanner, who was one of the two board member nominees proposed by the family (Dec 28)  Family filed a petition at the cantonal court in Zug to enforce the EGM (Jan 5) 16
  • 17. WHY SIKA CANNOT SUPPORT PROPOSED TRANSACTION  Acquisition of control through majority of votes  Full consolidation of Sika  Increasing (reported) growth, margins and reduced capital intensity, as well as improved geographic footprint  But only 16% of economic exposure  Intention to keep Sika listed / no offer to public shareholders  Claimed benefits based on unsubstantiated business plan to year 2019 as presented by SGO(1) (no interaction with Sika, no due diligence)  Sika 2019 EBIT of CHF 840-890m  Plus EUR 180m additional synergies in 2019 17  Public shareholders (84% of capital) deprived of adequate compensation for change of control / fundamental change in nature of investment  Inherent conflicting interests on all levels: shareholders, board, management and operations  Significant implied complexities likely to substantially slow down Sika’s organization and impair Sika's successful growth model  Significant limitations to materialize synergy potential especially stemming from combination of directly competing businesses Note: (1) SGO capital markets presentation 8 Dec 2014 Transaction structure as planned by SGO Key implications & concerns Effective and efficient integration of businesses not possible under planned structure Significant risk of negative effects outweighing potential upsides
  • 18. SIKA’S GROWTH MODEL DELIVERS  Market penetration  From roof to floor  From new-build to refurbishment  Push and pull market channels  Global technology leadership  Continuous innovations  Economies of scale in core technologies  Accelerated build-up of Emerging Markets  Acquisitions to strengthen market access, technology, economies of scale  Company values with entrepreneurial spirit, high employee loyalty and lean structure  De-centralized business set-up  P&L responsibility by country  Reduced complexity  Limited co-operations 18  High growth (2010-2013 CAGR)(1)  Sika: +5.2%  SGO CP (ES): -0.6% / -4.4%(2)  High profitability (2013A EBIT Margin)(1)  Sika: 10.2%  SGO CP (ES): 8.3%(3)  Share price performance (LTM)(4)  Sika: +34.1%  SMI: +14.8%  SGO: +2.9%  Valuation multiples (2015E EV / EBITDA)(5)  Sika: 9.4x  SGO: 6.5x  Standard & Poor’s Credit Rating  Sika: A-  SGO: BBBSource: Company filings, Capital IQ Notes: (1) In reporting currencies; (2) in CHF on like-for-like basis; (3) Business income margin as defined by SGO, (4) Based on unaffected share prices as at 5-Dec- 14; (5) EV defined as market capitalization plus net financial debt, unfunded pensions and minorities, less equity investments; SGO CP (ES) = Saint Gobain Construction Products Exterior Solutions
  • 19. DEAL IMPAIRS SUCCESS OF SIKA 19 Significant downside risk for Sika and its public shareholders  Increased complexity: numerous “at arm’s length” contracts envisaged in all countries with dual presence  Each transaction needs to fully comply with transfer pricing rules  Significant implementation and ongoing monitoring effort and cost  Protection of business secrets, incl. formulations  Various conflicts of interest on all levels  Direct competitors in mortars  Allocation of synergies  Balance sheet management  Successful practice of keeping majority of board members independent set to change  Distraction from focus on profitable growth  Absorption of management resources  Allocation of synergies and dis-synergies  Risk of paralyzing organization    
  • 20. Weber € 2.3bn Other Construction Products € 8.8bn Innovative Materials - Flat Glass € 4.8bn Innovative Materials - HPM € 3.9bn Building Distribution € 17.9bn Packaging € 3.5bn OVERLAPS AND TOUCHPOINTS SIKA AND SGO 20  SGO mortar business (Weber) is a direct competitor to Sika  Sika’s mortar business is operationally fully integrated in the organization and core element of growth strategy  Core to supply chain management and marketing approach  14 new plants recently  4 acquisitions recently  Certain non-mortar revenue synergies possible in complementary businesses, but EBIT-impact difficult to quantify outside-in SAINT GOBAIN PORTFOLIO Source: Company financials, SGO 2014E financials based on broker consensus Total: €41.1bn (2014E)
  • 21. OVERSTATED SYNERGY POTENTIAL Integration of Weber into Sika Our preliminary views on run rate synergy potential (impact on EBIT in EURm) Currently planned structure We believe that synergies from at arm’s length agreements will be offset by dis- synergies in similar magnitude 21 in EURm in EURm Improved structure will deliver approx. EUR150m of synergy potential -100 0 100 200 Revenue synergies Capex savings Cost synergies General overhead synergies Purchasing synergies Dis-synergies -100 0 100 200 Total synergy potential Dis-synergies
  • 22. POTENTIAL ALTERNATIVES TO REVERSE VALUE LOSS 22 Responsibility of both Sika and SGO to consider and (jointly) develop alternative solutions to reverse significant value destruction Note: (1) c. 14% based on unaffected market capitalisation of public shareholders as of 5 Dec divided INTEGRATION WITH SGO MORTARS UNDER SIKA UMBRELLA  Leading independent Construction Chemicals & Adhesives player with strong anchor shareholder and proven management  Removes key areas of market conflicts, but key implementation risks remain  Appropriate governance to safeguard public shareholders’ interests critical  Value creation potential from synergies and rerating FULL BUSINESS COMBINATION  Requires appropriate value recognition of Sika’s growth and profitability, potentially offering Sika public shareholders optionality to monetise or remain invested  Creates leading Construction Chemicals player under SGO umbrella  Risk of value de-rating from absorption of high-multiple Sika into lower-multiple SGO OTHER SOLUTIONS  Sika board and management receptive to other proposals ENVISAGED TRANSACTION ABANDONED  Possible value recovery
  • 23. SIKA OPEN FOR CONSTRUCTIVE DIALOGUE  …that addresses obvious flaws of planned transaction  …that allows Sika to continue to flourish and that supports integrity of our business approach  …that allows optimal materialization of synergy potential  …that allows Sika’s public shareholders to (at least partially) recover experienced substantial value losses  …that converts currently planned ‘lose-lose’ transaction into a ‘win-win’ situation for both sides 23 Sika board and management act in the best interest of the company and its shareholders
  • 24. This presentation contains certain forward-looking statements. These forward-looking statements may be identified by words such as ‘expects’, ‘believes’, ‘estimates’, ‘anticipates’, ‘projects’, ‘intends’, ‘should’, ‘seeks’, ‘future’ or similar expressions or by discussion of, among other things, strategy, goals, plans or intentions. Various factors may cause actual results to differ materially in the future from those reflected in forward-looking statements contained in this presentation, among others:  Fluctuations in currency exchange rates and general financial market conditions  Interruptions in production  Legislative and regulatory developments and economic conditions  Delay or inability in obtaining regulatory approvals or bringing products to market  Pricing and product initiatives of competitors  Uncertainties in the discovery, development or marketing of new products or new uses of existing products, including without limitation negative results of research projects, unexpected side-effects of pipeline or marketed products  Increased government pricing pressures  Loss of inability to obtain adequate protection for intellectual property rights  Litigation  Loss of key executives or other employees  Adverse publicity and news coverage. Any statements regarding earnings per share growth is not a profit forecast and should not be interpreted to mean that Sika’s earnings or earnings per share for this year or any subsequent period will necessarily match or exceed the historical published earnings or earnings per share of Sika. For marketed products discussed in this presentation, please see information on our website: www.sika.com All mentioned trademarks are legally protected. FORWARD-LOOKING STATEMENTS 24
  • 25. THANK YOU FOR YOUR ATTENTION