Graincorp Limited Class A · ASX:GNC
Graincorp Limited Class A — Investor Day (June 2016)
93 slides from Graincorp Limited Class A's investor day presentation, Jun 16, 2016
Slide 1: Investor Day Presentation cover letter
16 June 2016 The Manager For personal use only Company Announcements Office ASX Limited 20 Bridge Street SYDNEY NSW 2000 GrainCorp Limited: GNC Investor Day Presentation GrainCorp Foods – West Footscray, Victoria Please find attached the Investor Day Presentation being presented by Managing Director
Slide 2: 2016 Investor Day: Unlocking the value in grain
2016 Investor Day Unlocking the value in grain 16 June 2016 For personal use only
Slide 3: Disclaimer
Disclaimer For personal use only This presentation includes both information that is historical in character and information that consists of forward looking statements. Forward looking statements are not based on historical facts, but are based on current expectations of future results or events. T
Slide 4: Safety on site
Safety on site For personal use only • Personal identification • Designated walkways • Site evacuation - assembly areas • Hazard reporting • Personal Protective Equipment (PPE) 3
Slide 5: Agenda
Agenda For personal use only Time Mins Activity Presenting 9.00am 5 Welcome & Safety Luke Thrum (Investor Relations) 9.05am 35 Global View & Strategy Mark Palmquist (MD & CEO) 9.40am 20 Capital Management Alistair Bell (Group CFO) 10.00am 30 Malt – “Enhancing our Malt proposition” Greg Friberg (Pres
Slide 6: GrainCorp Global View and Strategy
For personal use only GrainCorp Global View and Strategy Unlocking the value in grain Mark Palmquist – Managing Director & Chief Executive Officer
Slide 7: Global View and Strategy
For personal use only Global View and Strategy Macro trends • Global themes • Industry trends GrainCorp approach • Business model • Corporate objectives Strategic priorities • Deliver on strategic growth initiatives • Disciplined approach to capital management • Growth and portfolio optimisation 6
Slide 8: Global themes and industry trends in agribusiness and food
Global themes and industry trends in agribusiness and food For personal use only Global themes Global commodity markets operating in disinflationary pricing environment Access to supply and food security Increasing demand for food quality and transparency Fragmenting of mass markets to better meet n
Slide 9: Disinflationary pricing environment
Disinflationary pricing environment For personal use only CHICAGO BOARD OF TRADE - WHEAT CRUDE OIL (USD/BARREL) 1000 140 900 120 800 100 700 80 600 60 500 40 400 20 300 0 Jan 2013 Jan 2014 Jan 2015 Jan 2016 INDEXED EXCHANGE RATES (V USD) BALTIC DRY INDEX 1.2 2500 1.0 2000 0.8 1500 0.6 1000 0.4 AUD R
Slide 10: Changing consumer demands
Changing consumer demands For personal use only US MACRO VS CRAFT BEER CONSUMPTION (‘000 HL)1 250,000 200,000 • Focus on transparency of supply chain 150,000 100,000 50,000 • Increasing demand for quality, customised and ‘premium’ food products 0 Craft volume Macro beer volume • Fragmentation of mas
Slide 11: Australian agribusiness – growth in international participation
Australian agribusiness – growth in international participation For personal use only Previous ownership 5 years ago Today GrainCorp GrainCorp GrainCorp CBH CBH CBH ABB Viterra Glencore / CPPIB AWB AWB (Cargill – planned) Cargill Australian Bulk Alliance ABA (Sumitomo) Sumitomo Emerald (ABA) Emerald
Slide 12: Changing environment - East Coast Australian grain flows
Changing environment - East Coast Australian grain flows For personal use only Factor Trend Impact • Moderate growth, reflecting increased demand for Domestic demand Structural livestock use. • Continues to increase, as growers seek flexibility in a Structural & On-farm storage deregulated market. C
Slide 13: Our strategy – aligned to drive shareholder value
Our strategy – aligned to drive shareholder value For personal use only Strategic priorities Outcomes Business model Growth and diversification in Deliver on strategic Core grains 1 growth initiatives earnings and cashflow; stronger Operating geographies Integrated returns approach Integrated activi
Slide 14: Our business model – integrated approach
Our business model integrated approach For personal use only Core grains Operating geographies Integrated activities Global grains exported(1) Origination Wheat Soybean 34% 32% Supply Processing chain Barley Corn 5% 24% Canola 3% Sorghum 2% Expertise in drier climate Insight and visibility Capture
Slide 15: Our corporate objectives – aligned with shareholder interests
Our corporate objectives aligned with shareholder interests For personal use only Manage variability Deliver growth Improve returns EARNINGS BY SEGMENT(1) $M EBITDA & NPAT(2) $M RETURN ON EQUITY % Allied FY09 FY15 7-yr avg Annual ROE % Rolling 5-yr avg ROE % S&L + Marketin g 294 14.4% Oils 235 13.
Slide 16: Deliver on strategic growth initiatives
Deliver on strategic growth 1 initiatives For personal use only Focus on successful execution of growth projects Oils Oils S&L Malt Marketing Edible Oils network optimisation – Bulk liquid Re-shaping of Malt capacity 50-50 JV in Footscray and Numurkah, Victoria storage capacity country network expan
Slide 17: Disciplined approach to capital management
Disciplined approach to capital 2 management For personal use only • Majority of investment underway in processing businesses – more stable earnings, less dependent on grain production in Eastern Australia CAPEX ($M) Growth - committed Forecast • Maintaining a disciplined approach to capital Stay-in
Slide 18: Growth and portfolio optimisation
3 Growth and portfolio optimisation For personal use only Strategic Priority Lenses Outcome 1. Strengthen 1. Diversify supply customer Growth chains relationships 2. Improve customer 2. Build scale & competitiveness customer relevance 3. Earnings growth Portfolio through offerings to optimisation 3.
Slide 19: Empowering employees to achieve safety vision
Empowering employees to achieve safety vision For personal use only Safety vision: ‘Zero Harm - Safe for Life’ LTIFR(1) PERFORMANCE AIFR(2) PERFORMANCE 41.2 12.6 38.8 10.7 25.9 7.3 7.0 21.5 6.3 18.3 13.9 3.8 3.6 12.2 HY13 FY13 HY14 FY14 HY15 FY15 HY16 HY13 FY13 HY14 FY14 HY15 FY15 HY16 Rolling 12-mo
Slide 20: Strong executive leadership team, senior leaders and emerging talent
Strong executive leadership team, senior leaders and emerging talent For personal use only Executive Leadership Team Mark Palmquist (MD & CEO) Klaus Greg Friberg Neil Johns Pamminger Sam Tainsh (President & (Group GM S&L) (Group GM (Group GM Oils) CEO Malt) Marketing) Andrew Baker Alistair Bell Phil
Slide 21: For personal use only
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Slide 22: Capital Management
For personal use only Capital Management Disciplined approach to capital management Alistair Bell – Group Chief Financial Officer
Slide 23: Capital Management
For personal use only Capital Management Earnings growth and diversification Capital investment • Strategic growth initiatives and profile Debt profile • Debt profile matching growth initiatives 22
Slide 24: Disciplined approach to capital management
Disciplined approach to capital management For personal use only Operating productivity – • Majority of investment in processing portfolio performance and Capital growth – strategic initiatives businesses – more stable earnings, less intrinsic value dependent on grain production in Eastern Australia
Slide 25: Earnings profile benefiting from diversification
Earnings profile benefiting from diversification For personal use only EARNINGS PROFILE(1) $M EARNINGS COMPOSITION(2) Malt Oils Allied Marketing S&L S&L and Marketing 414 395 Allied Mills 350 293 Oils 235 212 160 Malt FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY09 FY10 FY11 FY12 FY13 FY14 FY15 Post Current
Slide 26: Business unit performance
Business unit performance For personal use only Malt Oils S&L MALT SALES & EBITDA/T(1) OILS SALES(2) & EBITDA/T S&L THROUGHPUT & EBITDA/T(3) Volume EBITDA/t Oilseeds Foods EBITDA/t 0.21 0.23 0.23 0.20 0.24 0.25 28.5 1.32 1.30 24.1 23.8 1.28 1.25 1.07 1.09 0.34 15.7 14.5 0.31 0.32 0.33 13.9 0.27 0.26
Slide 27: Capital investment for growth in more reliable earnings
Capital investment for growth in more reliable earnings For personal use only Storage & Logistics Marketing Malt Oils Invested(1) Underway(2) Balance(3) 103 39(4) ~$230M (FY17-18) underway 80 66 41 27 16 21 3 5 53 119 ~$201M invested Capital investments S&L S&L Marketing Malt Oils • Network • Grains
Slide 28: Strategic initiatives implementation and associated capex
Strategic initiatives implementation and associated capex For personal use only Business Unit Project FY14 FY15 FY16 FY17 FY18 Integration Oils refining/packing relocation Oils Bulk Liquid Terminals expansion Port Kembla Terminal development Numurkah crush expansion Operations excellence Malt Pocate
Slide 29: Balance sheet & dividends
Balance sheet & dividends For personal use only Core Debt & Net Debt Dividends • HY16 core debt at $741M and Net Debt $1,335M • Dividend policy: payout 40-60% of NPAT through the • Core debt gearing(1) at ~29% (or 25% excluding barley business cycle inventories) and Net debt gearing(2) at ~38% (roll
Slide 30: Good balance in debt, liquidity, maturity and structure
Good balance in debt, liquidity, maturity and structure For personal use only Use and Position Strategy Implications • Use: Marketing’s grain trading activities, Malt and • Marketing: flexible facilities to fund international Short term debt Oilseeds activities, working capital requirements grain tr
Slide 31: Commodities inventory funded with specific commodity inventory facilities
Commodities inventory funded with specific commodity inventory facilities For personal use only Supplemented short COMMODITIES INVENTORY(1) - $M term debt with cash 900 Marketing, Oils grain, oilseed and Malt barley inventory 829 792 799 825 Short-term debt 739 750 Supplemented short 708 675 term de
Slide 32: For personal use only
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Slide 33: GrainCorp Malt: Enhancing our Malt proposition
For personal use only GrainCorp Malt Enhancing our Malt proposition Greg Friberg – President & CEO GrainCorp Malt
Slide 34: Malt
For personal use only Malt Industry trends Assets and capabilities Value proposition Strategic direction 1. Capacity expansion 2. Segment growth opportunities 3. Productivity improvements 33
Slide 35: Malt industry trends
Malt industry trends For personal use only • Developed markets - sales stable Malt markets • Developing markets - sales increasing • Craft - continued growth in North America; emerging growth elsewhere Growth markets • Distilling - growth in production to meet medium-long term customer demand • Nich
Slide 36: Global malt production
Global malt production GLOBAL MALT PRODUCTION (MMT) For personal use only EU North America 9.6 China 3.8 6.1 South America Australia 2.3 0.8 MALT PRODUCTION (MMT PER ANNUM) MALTSTER VOLUMES (%) GrainCorp Malt Independent Total World Integrated brewers maltsters 26.3 1.3 83% 17% 35 Source: GrainCorp
Slide 37: Beer consumption
Beer consumption For personal use only TOTAL BEER CONSUMPTION US BEER CONSUMPTION BY REGION (‘000 HL) (‘000 HL) 2,500,000 250,000 20% 245,000 2,000,000 16% 240,000 1,500,000 12% 235,000 230,000 1,000,000 8% 225,000 500,000 4% 220,000 215,000 0% 2010 2012 2014 2016F 2018F 2020F 2010 2011 2012 2013 20
Slide 38: Scotch whisky production
Scotch whisky production For personal use only STOCKS OF SCOTCH IN BONDED WAREHOUSES mLPA Litres of Pure Alcohol 4,500 5-8 year production drive 4,000 3,500 • ‘Premiumisation’ by increasing 3,000 the marketing age of whisky from 7-10 years to 12-18 years 2,500 • Approx. 8 years longer in warehouse -
Slide 39: Malt assets and capabilities
Malt assets and capabilities For personal use only NORTH AMERICA EUROPE AUSTRALIA Region North America Europe Australia Total Plants Canada: Montreal, Thunder UK: Witham, Grntham, Arbroath, Bay, Calgary Pencaitland, Inverness Perth, Brisbane, Melbourne, 17 plants USA: Pocatello, Vancouver Germany: W
Slide 40: Malt – value proposition
Malt – value proposition For personal use only Customer Procurement Handling Processing Distribution solutions • Production of a • Support • Access, pricing and position • Bagging, range of services to management. warehouse and specialty craft market. distribution • Global footprint. malts. Capabili
Slide 41: Malt – strategic direction
Malt – strategic direction For personal use only Malt Approach Pursue growth Enhance competitiveness Malt Strategic Initiatives Capacity expansion building North American capacity to meet 1 customer demand Segment growth opportunities North American craft; distilling; other 2 emerging growth opp
Slide 42: Capacity expansion - Pocatello
1 Capacity expansion - Pocatello For personal use only Opportunity • Increasing production capacity at GrainCorp’s malting plant in Pocatello, Idaho by 120kmt (total plant capacity 220kmt after expansion) • Scheduled for completion in mid 2017 Rationale • Reliable barley production region • Low cost
Slide 43: Capacity expansion - Pocatello
1 Capacity expansion - Pocatello For personal use only GERMINATION BED ROOF BEING ASSEMBLED POURING OF KILN FOUNDATION STEEP TANKS IN PLACE 42
Slide 44: Capacity expansion - Pocatello
1 Capacity expansion - Pocatello For personal use only 3D IMAGE OF MALTING PLANT ONCE COMPLETE 43
Slide 45: Craft growth in North America
2 Craft growth in North America For personal use only • Existing warehouses: • Vancouver, WA • San Franscisco, CA • Calgary, AB • Denver, CO • Chicago, IL • Hickory, NC • Champlain, NY • Warehouses in progress: • Vancouver, BC • San Diego, CA • Dallas, TX • Toronto, ON • Warehouses around North Amer
Slide 46: Country Malt Group warehouse progress
Country Malt Group warehouse progress For personal use only CHAMPLAIN, NEW YORK TORONTO, ONTARIO 45
Slide 47: Distilling sector
2 Distilling sector For personal use only • General trend of increasing Scotch production • There is a cyclic nature to the production of scotch. Cycles are between 7 and 11 years. The previous cycle peak was in 2008 • 2014 at an all time production high as distillers put more in to storage and ‘pre
Slide 48: Productivity improvements
3 Productivity improvements For personal use only Over 84 initiatives completed since 2013 to drive efficiencies and improve Malt’s competitive offering Co-generation plant, Thunder Bay, Ontario, Canada • In 2016, Canada Malting Co. installed a combined heat and power plant at its malt plant in Thun
Slide 49: For personal use only
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Slide 50: GrainCorp Oils: Capturing additional Oils value
For personal use only GrainCorp Oils Capturing additional Oils value Sam Tainsh – Group General Manager, GrainCorp Oils
Slide 51: Oils
For personal use only Oils Industry trends Value proposition Strategic initiatives 1. Network optimisation 2. Terminals capacity expansion 3. Crush expansion 4. Innovation 50
Slide 52: Industry trends
Industry trends For personal use only Increasing demand for oils from growing Asian Demand growth middle class and feed from Australian livestock sectors Focus on health, Increasing demand for healthier oils and ingredients natural products Canola oil Increasing consumption in Asia consumption Incre
Slide 53: Industry trends – growing consumption of oils in Asia
Industry trends – growing consumption of oils in Asia For personal use only Increasing demand for oils – growing middle class and larger focus on health CANOLA OIL CONSUMPTION INFANT FORMULA CONSUMPTION (KMT) – ASIA(1) (KMT) – ASIA(2) 12,000 3,000 10,000 2,500 8,000 2,000 6,000 1,500 4,000 1,000 2,0
Slide 54: Oils – value proposition
Oils – value proposition For personal use only Value Chain Crushing Refining Storage Bulk Liquid Edible oils Terminals 2 plants; ~315kt refining 2 plants; ~390kt crushing 14 bulk liquid terminals; capacity (producing basic & Capability capacity (producing 60% complex fats and oils ~295km3 capacity:
Slide 55: Oils – strategic direction
Oils – strategic direction For personal use only Oils Approach Investment in growth and Product development supply chain integration Partner with customers, more Enhance capabilities, lower supply value add products chain cost Oils Strategic Initiatives Network optimisation Investment to boost
Slide 56: Network optimisation – edible oils
1 Network optimisation – edible oils PREVIOUSLY NOW OPERATIONAL For personal use only 3,000km+ round trip for distribution to end Over 550,000km of truck journeys removed from roads customer each year Finished product Finished product transported to end transported to end customer in Syd/Mel custome
Slide 57: Network optimisation – Numurkah, VIC
1 Network optimisation – Numurkah, VIC For personal use only Oilseeds crushing/refining: • Upgrade of GrainCorp’s Oilseeds plant in Numurkah: Seed Crushing + Refining Food • World class manufacturing facilities located close to oilseed growing regions and food manufacturers • Significant reduction i
Slide 58: Network optimisation – West Footscray, VIC
1 Network optimisation – West Footscray, VIC For personal use only Foods operations: • Upgrade of GrainCorp’s Foods facility in West Footscray. Relocation of Murrarie (QLD) Foods operations to West Footscray • World class manufacturing facility in close proximity to food manufacturers • Capability t
Slide 59: Bulk liquid terminals capacity expansion
2 Bulk liquid terminals capacity expansion For personal use only Capacity expansion: • Expansion of GrainCorp’s bulk liquid storage capacity by a combined 65,000m3 at: — Fremantle, WA (completed 2015); — Port Kembla, NSW (completed 2015); and — Pinkenba, QLD (completed 2016). • Cost $70 million; exp
Slide 60: Bulk liquid terminals – Pinkenba (QLD)
2 Bulk liquid terminals – Pinkenba (QLD) For personal use only Pipeline Berth 59
Slide 61: Bulk liquid terminals – Pinkenba (QLD)
2 Bulk liquid terminals – Pinkenba (QLD) For personal use only Pipeline Berth 60
Slide 62: Crushing capacity expansion
3 Crushing capacity expansion For personal use only Crushing capacity expansion and efficiency improvements: • Increase in Numurkah site crush capacity by 40% to 1,000 tonnes/day • Cost $50 million; expected to contribute ~$10 million p.a. to underlying EBITDA • Project scheduled for 2016-2019; • Be
Slide 63: Innovation – product development
4 Innovation – product development For personal use only Additives 1% Dry ingredients 1% Infant formula 25% Oil blend • Around 25% of infant formula comprises a complex blend of oils – requiring specialized technical expertise and processes • Innovation critical to quality-sensitive industry Milk /
Slide 64: For personal use only
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Slide 65: GrainCorp Storage & Logistics
For personal use only GrainCorp Storage & Logistics Strengthening and shaping our grain supply chain Neil Johns – Group General Manager Storage & Logistics
Slide 66: Storage & Logistics
For personal use only Storage & Logistics Industry trends • Market and customers • Cyclical and structural drivers Strategic direction • Value proposition • Strategic direction Strategic initiatives 1. Competitive supply chain 2. Manage cost and risk 3. End-to-end services 65
Slide 67: Eastern Australian grains market
Eastern Australian grains market For personal use only Complex eastern Australian grain market driven by three markets EASTERN AUSTRALIAN GRAIN MARKET(4) S&L 18.5 Mt Grain Production (1) 25Mt share (Average FY09 – FY16) (2) 20Mt ~6 Mt Bulk Exports 70% share Underpin grain prices Variable with produc
Slide 68: Storage & Logistics customers
Storage & Logistics customers For personal use only Competitive eastern Australian grain market with large number of participants S&L customers • Service growers and buyers Other ~18% GrainCorp 8,000 growers Marketing SHARE OF ~27% 60 buyers (1) RECEIVALS (2) Domestic • Participate in all grain
Slide 69: Cyclical drivers
Cyclical drivers For personal use only Below average production has driven lower throughput in past three years S&L VOLUME DRIVERS 17.4 Mt grain throughput (3) 30 Mt (Average FY09 – FY16F) 7.7 Mt Country receivals (1) 25 Mt Lower production 2.0 Mt below average (2) 20 Mt 1.6 Mt Carry-in (1) Record
Slide 70: Structural drivers
Structural drivers For personal use only New supply chains will drive innovation and new arrangements 1. Excess capacity Most Port Terminals are Code-exempt Challenge volumes INDUSTRY UTILISATION(1) 100% GrainCorp Port • Additional capacity Competing Port New grain port terminals Code-exempt Por
Slide 71: S&L – value proposition
S&L – value proposition For personal use only Network Scale Capability Business value Customer value • 175 country silos • Scale economies • Manage variability Primary Silo • 7 port terminals • Geographic • Access to grain Port Terminal coverage • 3 box packers Container Packer Integrated Network Ca
Slide 72: S&L strategic direction
S&L strategic direction For personal use only S&L Approach Network Integrated Open Access & Scale Network Grain Integrity Competitive Managing End-to-end supply chain cost and risk services S&L Strategic Initiatives 1 Project Regeneration lowering rail rates and defending volumes 2 Container Packi
Slide 73: S&L strategic initiatives
S&L strategic initiatives For personal use only Project Non-grain Strengthening 1 Regeneration 3 Optimisation 4 at Ports supply chain Reduce rail rates Reduce cost Cover port by >$5 / tonne by ~$10m pa fixed costs More capable, simpler and flexible grain supply chain Develop ~53 Primary Sites 19 rai
Slide 74: Competitive supply chain: Project Regeneration update
Competitive supply chain For personal use only 1 Project Regeneration Update • Core network of 53 Primary Silos • $10m cost savings from consolidation - Lower rail rates - 20% reduction in permanent staff - Swap grain to maximise use of rail • Delivery of Regeneration on track - Defend country and e
Slide 75: Selected Regeneration projects
Selected Regeneration projects For personal use only New over-rail bins and siding New over-rail bins and siding New bespoke rail spout Calleen, SNSW Nevertire, NNSW Burren Junction, NNSW New over-rail bins and siding New rail loader New bespoke elevator Ardlethan, SNSW Rainbow, VIC Junee Sub, SNSW
Slide 76: Competitive supply chain: Container Packing
Competitive supply chain For personal use only INCREASE IN PACKING 2 Container Packing FY09 to FY15 • Packing grain near container terminals 0.5Mt - Link country silos with bulk trains 0.4Mt - Complement bulk grain export 0.3Mt • Packing capability in VIC and QLD 0.2Mt - Geelong: upgraded 350Ktpa ca
Slide 77: Managing cost and risk
Managing cost and risk For personal use only 3 Optimisation 4 Non-grain at Ports • Managing supply chain as a network • Forecast 2.8Mt non-grain in FY16 - Ready access to grain for customers - 6 ports export and import non-grain - Reduce complexity and cost • Manage variable export grain task - Crea
Slide 78: End-to-end services
End-to-end services For personal use only 5 Execution Services 6 Customer Tools • Managing supply chain for customers • New digital services for customers - Convenient and seamless execution - 75% transactions undertaken on-line - Coordinate handling and transport 1. CropConnect New on-line grower o
Slide 79: GrainCorp Marketing: Broadening our grain Marketing business
For personal use only GrainCorp Marketing Broadening our grain Marketing business Klaus Pamminger – Group General Manager Marketing
Slide 80: Marketing
For personal use only Marketing Industry trends • Macro trends • Current market environment Value proposition Strategic direction and growth initiatives • Expand origination • Enhance customer offering 79
Slide 81: Marketing industry trends
Marketing industry trends For personal use only • Importance of having the capability for Fluctuations in grain multi-origin supply. supply, currency, cargo freight rates • Ensures seamless, competitive, reliable and crude oil prices and quality grain flow to meet customer needs. Consolidation of gr
Slide 82: International grain flow
International grain flow For personal use only WHEAT, BARLEY, CANOLA, (MMT) (1) EU 20 Russia 29 5 Canada 28 40 Black Sea USA 34 North Africa 38 35 East Asia 17 Mexico 7 30 Middle East South Asia South America 19 Sub-Saharan Africa 16 Australia 24 11 Argentina Major Export Regions GrainCorp Marketing
Slide 83: Current market environment - macro trends impacting traditional business
Current market environment - macro trends impacting traditional business For personal use only Trend Impact Population and income • Change in traditional export markets – growing demand from Asia and Africa as growth in developing population grows and middle income levels rise economies Consumer foc
Slide 84: Marketing – value proposition
Marketing – value proposition For personal use only Marketing – value proposition • Origination, marketing and delivery of grains, pulses and oilseeds to customers globally – through both bulk and container shipments. Capabilities • Eight offices in Australia, the UK, Germany, China, Singapore and C
Slide 85: Marketing – strategic direction
Marketing – strategic direction For personal use only Marketing approach Expand origination Customer focus – leveraging capability Marketing strengths • Eastern Australian grain origination, • Pursue opportunities in WA/SA and international offices and cross-BU internationally collaboration Marketin
Slide 86: GrainCorp origination - 2008
1 GrainCorp origination - 2008 For personal use only GRAINCORP MARKETING, (MMT) EU 0.1 0.2 North Asia 0.1 Middle East 0.1 South-East Asia GrainCorp Marketing 2.9 GrainCorp Origination GrainCorp Exports GrainCorp Marketing offices 85 1. Global exports / imports – wheat, barley, canola, sorghum. 10 ye
Slide 87: GrainCorp origination - 2012
1 GrainCorp origination - 2012 For personal use only GRAINCORP MARKETING, (MMT) EU 0.4 0.5 1.6 North Asia Africa 0.5 0.4 Middle East 1.0 South-East Asia GrainCorp Marketing 0.1 5.7 GrainCorp Origination GrainCorp Exports GrainCorp Marketing offices 1. Global exports / imports – wheat, barley, canola
Slide 88: GrainCorp origination - 2015
1 GrainCorp origination - 2015 For personal use only GRAINCORP MARKETING, (MMT) EU North America 0.3 1.3 0.1 0.06 1.2 North Asia Africa 0.5 0.3 Middle East 0.8 South-East Asia GrainCorp Marketing 0.8 3.8 GrainCorp Origination GrainCorp Exports GrainCorp Marketing offices 87
Slide 89: GrainsConnect, Canada
1 GrainsConnect, Canada For personal use only GrainsConnect Canada (GCC) • A 50/50 joint venture between GrainCorp and Zen-Noh Grain Corporation (USA). • Zen-Noh Grain Corporation (USA) is a • Will expand each JV partner’s grain origination subsidiary of major Japanese agricultural footprint in Cana
Slide 90: GrainsConnect, Canada
1 GrainsConnect, Canada For personal use only • Leverages GrainCorp’s existing Canadian footprint in Marketing and Malt. • Provides exposure to Canadian grain market: average annual production of 63MMT vs Australia 36MMT. • Expands on multi origin service offering to both existing customers. • Provi
Slide 91: GrainsConnect, Canada: Project update
1 GrainsConnect, Canada Project update For personal use only • Regulatory approvals have been obtained including MOFCOM (Ministry of Commerce of the People's Republic of China). • Land has been purchased and civil and construction contractors have been commissioned to start building grain elevators
Slide 92: Enhancing customer offering
2 Enhancing customer offering For personal use only Marketing – customer focus Focused on enhancing customer relevance via consistent and quality multi-origin supply Seeking to broaden the range of qualities provided across each core grain Providing a competitive offering throughout the whole year,
Slide 93: 2016 Investor Day: Unlocking the value in grain
For personal use only 2016 Investor Day Unlocking the value in grain