Vossloh Aktiengesellschaft · XETR:VOS

Vossloh Aktiengesellschaft — Investor Presentation (December 2014)

17 slides from Vossloh Aktiengesellschaft's investor presentation, Dec 3, 2014

  1. Slide 1: Vossloh 2014 – 2017

    Vossloh 2014 – 2017 December 3, 2014, Frankfurt am Main Dr. h.c. Hans M. Schabert – CEO Oliver Schuster – CFO

  2. Slide 2: Disclaimer

    Disclaimer Note: This presentation contains statements concerning the future business trend of the Vossloh Group which are based on assumptions and estimates of the Company’s management. If the assumptions underlying the forecasts fail to materialize, the actual results can significantly deviate fro

  3. Slide 3: Stringent process for the definition and implementation of the Group strategy

    Vossloh 2014 – 2017 Stringent process for the definition and implementation of the Group strategy 1 Status survey 2 3 4 Products Competition Markets 5 Implementation Phase 1: April – June 2014 Phase 2: June – Nov. 2014 Phase 3: Dec. 2014 – 2017 2

  4. Slide 4: Vossloh, for a company its size, with too broad a product portfolio

    Vossloh 2014 – 2017 2 Vossloh, for a company its size, with too broad a product portfolio World market for rail technology World market for rail technology by revenues by product groups Market shares Served vs. non- by revenues* Vossloh served product ~1 % groups 13 Vossloh products (33 %) 26 non- V

  5. Slide 5: Definition core business: criteria of attractive product groups

    Vossloh 2014 – 2017 2 Definition core business: criteria of attractive product groups Leading market position No. 1- / no. 2 positions achievable for Vossloh worldwide Global demand All significant world regions Growth Above-average growth potential Market entry barriers High, time to market > 5 yea

  6. Slide 6: Core portfolio: reorganization of Group structure

    Vossloh 2014 – 2017 2 + 3 Results of analysis products and competition: organizational principles, depth of value added and product portfolio , Core portfolio: reorganization of Group structure  Organizational rearrangement of the divisions according to business model: product, project or service o

  7. Slide 7: Core business rail infrastructure and infrastructure services

    Vossloh 2014 – 2017 2 + 3 Core business rail infrastructure and infrastructure services Vossloh AG Core Components Customized Modules Lifecycle Solutions Transportation Standardized products Project-specifically adapted Specialized track systems Manufacturing, service and in large quantities modular

  8. Slide 8: One Vossloh: interlocking operations internally, uniform outward appearance

    Vossloh 2014 – 2017 One Vossloh: interlocking operations internally, uniform outward appearance One Vossloh Vossloh AG  Vossloh AG acts as “operational management holding”, closely coordinates, manages and controls the divisions  Holding significantly influences the appointment of executive positi

  9. Slide 9: Criteria for the identification of significant regional markets

    Vossloh 2014 – 2017 4 Criteria for the identification of significant regional markets Medium to large markets Infrastructure revenues: ≥ €300 million per country Market differentiation Potential focus markets (“One Vossloh”) and attractive markets Market access Vossloh has good market access to the

  10. Slide 10: Market for rail technology, 2011/13 – 2017/19

    Market for rail technology, 2011/13 – 2017/19 4 Faster than average growth in markets with Vossloh product groups Market for rail technology – average annual volume of the accessible market in € million and forecast average growth according to segments (in € million) Rolling Stock Services** Infrast

  11. Slide 11: Analysis results markets: China, USA, Russia and Western Europe

    Vossloh 2014 – 2017 4 Analysis results markets: China, USA, Russia and Western Europe  Vossloh will be more strongly present in the large, the strongly growing and the technologically-leading regions:  Regional focus markets (due to major importance with respect to market size, market growth and/o

  12. Slide 12: Significant milestones for the strategic realignment

    Vossloh 2014 – 2017 5 Significant milestones for the strategic realignment Operational Reorganization of the Market presence Growth performance Group structure  Strict continuation of the  “One Vossloh”  Strengthen presence in  Expansion of market ongoing restructuring and  Organizational signi

  13. Slide 13: Gradual improvement of the profitability

    Vossloh 2014 – 2017 5 Gradual improvement of the profitability  2014e: sales approx. €1.34 billion; adjusted EBIT margin approx. 2%*  2015e**: sales growth of 3% to 4%, EBIT margin approx. 3% to 4%, positive free cash flow expected  2015e** and 2016e**: still below target margin for EBIT, since r

  14. Slide 14: Globally leading supplier in attractive markets of the rail infrastructure

    Vossloh 2014 – 2017 Globally leading supplier in attractive markets of the rail infrastructure 1 Status survey  Restructuring and realignment 2 3 4 Products Competitive ability Markets  Focus on attractive  Organization according to  Focus markets: size, segments of the rail business model growt

  15. Slide 15: Financial calendar and contact

    Financial calendar and contact Financial calendar  March 26, 2015 Publication of Group financial statements 2014  April 30, 2015 Publication of interim report as of March 31, 2015  May 20, 2015 Annual General Meeting  July 30, 2015 Publication of semiannual report  October 29, 2015 Publication

  16. Slide 16: Market for rail technology, rail infrastructure segment, 2011/13 – 2017/19

    Market for rail technology, rail infrastructure segment, 2011/13 – 2017/19 4 Growth expected in all significant world regions Market for rail technology, infrastructure and infrastructure services segment – average annual volume of the market in € million and expected growth by region America Wester

  17. Slide 17: vossloh is

    vossloh is

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