ABB Group Annual Press Conference © ABB Ltd - Page 1 Jörgen Centerman President & CEO Zurich, February 13 th, 2001 ABB
Agenda n Financial results 2000 n Growth strategy n Customer-centric organization n Industrial IT across all businesses n New Ventures n Managing for value Outlook for 2001 n © ABB Ltd - Page 2 n Mid-term targets ABB
Financials 2000 © ABB Ltd - Page 3 In accordance with US GAAP ABB
Key figures 2000 (MUS$) 2000 Change Orders 25, 440 +3% Revenues EBIT 22, 967 1, 385 -6% +23% 1, 306 +28% 881 +37% 562 -22% 1, 443 +7% $4. 89 +7% 3. 00 0% Income from continuing operations before taxes and minority interest Net income from continuing operations Income (loss) from discontinued operations, net of tax Net income Basic earnings per share © ABB Ltd - Page 4 Dividend per share (CHF), proposal ABB
Orders received 2000 (MUS$) Nominal percent change vs. 1999 Financial Services 1, 966 (+17%) 7% © ABB Ltd - Page 5 Building Technologies 6, 201 (-6%) 23% Oil, Gas & Petrochemicals 3, 923 (+29%) 15% Power Transmission 3, 958 (+1%) 15% 11% 29% Power Distribution 3, 116 (+12%) Automation 7, 821 (-4%) ABB
Orders received per region Europe The Americas Asia Middle East & Africa MUS$ © ABB Ltd - Page 6 2000 -99 -98 2000 1999 1998 2000 ABB
Revenues 2000 (MUS$) Nominal percent change vs. 1999 Financial Services 1, 966 (+17%) 8% Building Technologies 5, 889 (-7%) 24% © ABB Ltd - Page 7 12% Oil, Gas & Petrochemicals 2, 796 (-9%) Power Transmission 3, 315 (-11%) 14% 11% 31% Power Distribution 2, 830 (-2%) Automation 7, 465 (-9%) ABB
Revenues per region Europe The Americas Asia Middle East & Africa MUS$ © ABB Ltd - Page 8 -00 -99 -98 2000 1999 1998 2000 ABB
EBIT per segment (MUS$) Nominal percent change vs. 1999 +16% +19% +4% -15% © ABB Ltd - Page 9 +2% +1% 6. 0% 6. 4% 7. 9% n. a. EBIT margin 7. 7% 6. 5% ABB
Income from continuing operations and cash flow (MUS$) Net cash provided by operating activities © ABB Ltd - Page 10 Income from continuing operations ABB
Going for Growth Customer-centric organization n Industrial IT across all businesses n New Ventures n Managing for value © ABB Ltd - Page 11 n ABB
Broadening our offering to more customers The opportunity n Top 200 ABB customers account for 30% of total ABB sales n 180 of them buy from just one ABB business area © ABB Ltd - Page 12 Today, ABB has an 8% share of top 200 customers’ available spend in our field 12% share would yield $4 billion in additional orders ABB
What our customers are telling us ABB as a supplier must be easy to do business with ABB must. . . Know our industry n Know our manufacturing processes n Know our business processes n Know our needs n Provide ABB offerings in a uniform way n Act as one partner rather than multiple uncoordinated sales teams © ABB Ltd - Page 13 n ABB
Traditional product-oriented structure ABB and others © ABB Ltd - Page 14 A B C D E X Troublesome coordination Parallel build-up of industry/customer knowledge ABB
How does for example Stora Enso see ABB STORAENSO Motors Drives Control Systems Instruments Low Voltage Systems Control Components Transformers QCS MES Installation . . . >>9 Sales Engineers > 9 Legal Entities > 40 Sites © ABB Ltd - Page 15 Sweden 4 Segments Add the international dimension to this …. . ABB
Outside in - New ABB customer-centric organization First in our industry - not just an attitude program One Unit providing ABB’s total offering Sales & Engineering © ABB Ltd - Page 16 Products: R&D and Manufacturing Transformers, Motors, Control Systems, Sensors, Robots, Drives, Switchgear, Meters, . . . ABB
Customer-centric organization C U S T O M E R S External Channel Partners Utilities Process Industries © ABB Ltd - Page 17 Power Technology Products Oil, Gas Mfg and Consumer & Mfg and Gas Consumer Oil, and Industries Petrochem. Consumer and Petroch. Industries Petrochem. Industries External Channel Partners Automation Technology Products ABB
An organization for today’s networked world n Networked world requires close collaboration Internally: One team cooperating in real time n Externally: Linking suppliers, manufacturers and customers in real time n Organized along customer lines © ABB Ltd - Page 18 Decentralized organization Empowered frontline managers One common set of objectives ABB
Internet drives customer-centric set up Mass Marketing From © ABB Ltd - Page 19 Customers divided into segments with different promotion schemes, etc. Mass Customization To Information and offerings tailored to individual customers Collaborative skills are competitive skills ABB
ARC on ABB’s new structure “… the first of its kind that we have encountered …. collaborative partnerships … will drive increased productivity and return on assets. ABB's reorganization is tailor-made to fit the new collaborative model for manufacturing. We expect that other companies will make similar moves to reorganize © ABB Ltd - Page 20 their businesses around their customers in the near future. " Larry O'Brien, ARC Director of Research ABB
Industry’s next big step Linking manufacturing and business processes along the value chain “Factory managers need to look to the automation and e-manufacturing solution providers to supply a total automation solution” Gartner Group © ABB Ltd - Page 21 “The manufacturing void” ERP and manufacturing must become seamlessly integrated to support modern business practices ARC Research Inc. Fast growth forecast for Collaborative Commerce A new multibillion dollar market over next few years ABB
Horizontal and vertical integration Vertical: Integrating and optimizing all equipment and processes, from sensors to the planning system Manufacturing unit Production planning Supplier Customer © ABB Ltd - Page 22 Sensor Horizontal: Integrating and optimizing the business processes of suppliers, manufacturers and customers ABB
Industrial IT: How it benefits customers Allows customer real-time management of all assets, worldwide A production line fails! The company has plants in 5 countries How to manage the backlog? Order Backlog: quantities, qualities, delivery times? n © ABB Ltd - Page 23 n Plants: n What qualities can be produced in what plant? n Capacity utilization each plant? n Can sub-suppliers manage increased volumes and qualities? n How to reallocate the backlog? ABB
Industrial IT - open architecture A software platform enabling Plug and produce (all ABB offerings from switchgear, control systems to numerous compatible software products) n Vertical and horizontal integration n Information exchange in real time, whether ABB or 3 rd-party products n © ABB Ltd - Page 24 n Collaboration within the plant, within the enterprise and along the value chain ABB
Applying Industrial. IT Tumut VP 9 Pulp & Paper Mill Industrial IT combines © ABB Ltd - Page 25 Motors, drives, switchgear, transformers, sensors, instruments, control systems and collaborative commerce n n n All mill equipment and processes linked via open software platform Single system for supply management, production planning, etc. Mills linked to suppliers and customers ABB
ABB New Ventures Ltd. Invest in new technologies, business innovations and partnerships Industrial IT Venture Fund © ABB Ltd - Page 26 Incubation Planned investment ca $1 billion ABB New Ventures b-bpartners Operational Ventures Example SKYVA Alternative Energy ABB
Value management Review every individual activity for value creation If no value creation - turn around or divest n Management incentive schemes based on global improvements in orders, operating earnings and cash flow n © ABB Ltd - Page 27 n For 2002, we aim to tie incentive plans directly to Shareholder Value targets ABB
A strategy for growth Building on ABB’s… Huge global customer base n Broad and leading product and services portfolio n ABB position 1, 2 or 3 n Vast industry knowledge and n Technology shifts © ABB Ltd - Page 28 n How. . . n n n Customer centric organization Industrial IT - common architecture and software platform R&D focus New ventures Value management ABB
© ABB Ltd - Page 29 Outlook 2001 Mid-term targets ABB
World outlook 2001 still favorable 2000 Trade growth 11. 2% Oil prices $/b 28. 8 2001 8. 2% 23. 5 3. 3% 3. 1% GDP growth © ABB Ltd - Page 30 Inflation 4. 2% 3. 4% Source: Economist Intelligence Unit Dec. 2000 ABB
Regional outlook 2001 (1) Western Europe GDP slows on US, still at 3. 0% North America © ABB Ltd - Page 31 GDP sustainable at 3. 2% Labor market eases, current account deficit stabilizes, lower private sector debt France, Germany, Italy lead Weak euro helps exports Asia, Australasia GDP steady at 3. 9% China 7. 7% (WTO benefits still to come) IT growth spurs India to 6. 5% Japan still slow at 1. 9% Source: Economist Intelligence Unit Dec. 2000 ABB
Regional outlook 2001 (2) Transition economies GDP slows to 3. 8% Inflation moderates Russia still weak Latin America © ABB Ltd - Page 32 GDP up at 3. 7% Brazil, Chile lead Mexico slows with US Argentina debt default a risk Source: Economist Intelligence Unit Dec. 2000 Middle East, Africa Favorable Oil revenues fuel spending Sub-Sahara Africa at 3. 3% Geopolitical tension? ABB
Outlook for 2001 Increase over 2000 EBIT Well above 2000 Income cont. oper. Well above 2000 Cash flow © ABB Ltd - Page 33 Revenue Well above 2000 ABB
Mid-term targets 2001 - 2005 n Revenue + 6% average growth rate annually n EBIT margin + 15% average growth rate annually © ABB Ltd - Page 34 Margin at 12% by 2005 Major acquisitions and divestments excluded ABB
A strategy for growth Building on ABB’s… Huge global customer base n Broad and leading product and services portfolio n ABB position 1, 2 or 3 n Vast industry knowledge and n Technology shifts © ABB Ltd - Page 35 n How. . . n n n Customer centric organization Industrial IT - common architecture and software platform R&D focus Value management New ventures ABB
© ABB Ltd - Page 36 ABB
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