Bilfinger Se · XETR:GBF

Bilfinger — Investor Day (February 2023)

103 slides from Bilfinger's investor day presentation, Feb 14, 2023

1. Slide 1: Capital Markets Day 2023 Strategy & Execution

   BILFINGER SE - LEADING IN INDUSTRIAL SERVICES - Capital Markets Day 2023 Strategy & Execution Dr. Thomas Schulz | CEO February 14, 2023

2. Slide 2: Strategy

   Strategy Sustainable, profitable growth through Re-Positioning and driving Operational Excellence Efficiency year No. 1 for customers in enhancing Bilfinger & Sustain- 2027 efficiency and sustainability Future ability 2026 Positioning 2025 2024 2023 6 12 18 24 Bilfinger Today months Efficiency Progr

3. Slide 3: Financial targets

   Financial targets Execution of this strategy allows us to set new mid-term targets 2024 2025-2027 Organic Growth 4-5% CAGR Increasing EBITA ≥5% 6-7% margin Improving Cash >70% >80% Conversion1 1 Cash Conversion: FCF / EBITA Bilfinger SE | Capital Markets Day 2023 | February 14, 2023 page 3

4. Slide 4: Market and self-propelled organic growth

   Market and self-propelled organic growth: Europe, Middle East, North America Our revenue growth will exceed market growth, M&A comes on top Overall growth projection M&A CAGR in 2-3% addressable market Market expansion 4-5% CAGR  Offering ~2%  Geography 2022 Market growth Self-propelled growth 202

5. Slide 5: Agenda

   Agenda Strategy & Execution Thomas Schulz, Group Chief Executive Officer Strategy & Execution Matti Jäkel, Group Chief Financial Officer Segment Engineering & Maintenance Europe Jürgen Liedl, Executive President, E&M Europe Segment Engineering & Maintenance International Christian Rugland, Executive

6. Slide 6: The New Normal

   The New Normal Our customers face significant short- and long-term challenges in terms of efficiency and sustainability Industry Need for 4.0 Volatility education Energy costs Social disputes De- Digitalization globali- zation Over- Climate Over- population change regulation Inflation Labor Politica

7. Slide 7: Bilfinger's world

   Bilfinger’s world In a changing world, our customers require expertise and resources to meet their targets U.S. Inflation Reduction Act: Reduce heating oil consumption: $ 369 bn for clean energy 30% less emission Energy efficiency: Invests >€ 5 bn € 500 m invested until 2030 in green technologies SB

8. Slide 8: Our market: Addressable market in Europe, Middle East, North America

   Our market: Addressable market in Europe, Middle East, North America Industry trends of efficiency and sustainability ensure continued positive demand in all markets Energy Chemicals & Pharma & Oil & Gas Petrochemicals Biopharma Addressable market 61 bn 34 bn 20 bn 22 bn 30% 10% 20% Bilfinger1 20% C

9. Slide 9: Green Technology

   Green Technology Growth niches Market Bilfinger examples 5x increase in announced clean hydrogen Bilfinger supports Gasunie in the production capacity for 2030 since 2019 planning of the HyStock-project Hydrogen – an underground hydrogen Double digit share of clean hydrogen sales storage facility in

10. Slide 10: Our market: Horizontal

    Our market: Horizontal With the extension of the our value chain towards a solution partner, we utilize our core competences over all process industries equally Digitalization New builds & Consultancy Engineering Maintenance & Turnarounds Modifications Growth of Bilfinger’s business is similar Frame

11. Slide 11: Bilfinger offering

    Bilfinger offering We are excellently positioned to establish ourselves as the No. 1 in our target markets Digitalization New builds & Consultancy Engineering Maintenance & Turnarounds Modifications Regional footprint Key characteristics 3 Segments  About 30,000 employees Our business is organized

12. Slide 12: Market conditions

    Market conditions Customers increasingly require sustainability solutions from their solution partner – this new positioning in the market will raise the entry barriers for the competition and increase our profitability Development of customer requirements Market segmentation High entry barriers & p

13. Slide 13: Bilfinger towards solution partner

    Bilfinger towards solution partner By moving from single trade offers to a solutions partner, we improve our profitability and increase the sustainability impact for our customers Our offering Relative Margin Sustainability effects of our clients Energy reduction e.g. Scaffolding services instead Si

14. Slide 14: Business model

    Business model The business model is based on improving efficiency and sustainability both for customers and for ourselves, generating added value Business Parameters to drive Vision model business model Our business model No. 1 for customers in Addressable market enhancing efficiency is based on en

15. Slide 15: Strategy levers

    Strategy levers Three strong levers to achieve our goals  Functional Organization 1. Efficiency Program  Competence Development  Procurement  Standardization & Bundling 2. Operational Excellence  De-Risking  Digitalization & Innovation  Market Expansion 3. Positioning  Sustainability Partner

16. Slide 16: Strategic lever I: Efficiency Program

    Strategic lever I The Efficiency Program provides for savings of €55 million p.a., and is an immediate contribution to our strategic goals 1. Efficiency Program Functional  Built for organizational efficiency  Lean management and administrative structures Profitability 12 months Organization  Tra

17. Slide 17: Competence Development

    Competence Development Deep dive We will invest more than 0.5 percent p.a. of revenue into education and training Training on Efficiency & Sustainability, HSEQ and Digitalization & Innovation Standardized and certified trainings in training centers To offer best-in class services for our customers T

18. Slide 18: Strategic lever II: Operational Excellence

    Strategic lever II We will achieve our goal of operational excellence through product standardization and bundling, de- risking of our business as well as increased digitalization and innovation 2. Operational Excellence Standardization  Contract selection and execution  Standardized execution and

19. Slide 19: Strategic lever III: Positioning

    Strategic lever III Expansion of the full line offering to all existing geographies and into adjacent markets as a solution partner for sustainability drives self-propelled growth 3. Positioning  Full line offering in all existing geographies – core expansion Market  Expanding into other geographi

20. Slide 20: Bilfinger commits to SBTi

    Bilfinger commits to SBTi We target for carbon neutrality by 2030 and Net Zero by 2050 Deep dive Our business with direct and indirect environmental impact has grown by 50% year-on-year Key milestones of the road to net zero Bilfinger business aligned with the Science Based Targets initiative classi

21. Slide 21: Capital Markets Day 2023 Strategy & Execution (CFO)

    BILFINGER SE - LEADING IN INDUSTRIAL SERVICES - Capital Markets Day 2023 Strategy & Execution Matti Jäkel | CFO February 14, 2023

22. Slide 22: Financial targets

    Financial targets Execution of this strategy allows us to set new mid-term targets 2024 2025-2027 Organic Growth 4-5% CAGR Increasing EBITA ≥5% 6-7% margin Improving Cash >70% >80% Conversion1 1. Cash Conversion: FCF / EBITA Bilfinger SE | Capital Markets Day 2023 | February 14, 2023 page 22

23. Slide 23: Sustainable profitable organic growth

    Sustainable profitable organic growth Key Performance Indicators to measure our success Revenue [€ m] EBITA [€ m] | Margin [%] 6-7% 4-5% CAGR ≥ 5% 3.7% 3.2% 2.4% 4,327 4,312 0.6% 3,461 3,737 137 140 104 20 2019 2020 2021 2022 2024 2025- 2019 2020 2021 2022 2024 2025- 2027 adjusted 2027 Organic growt

24. Slide 24: Strategic levers for sustainable profitable organic growth

    Strategic levers for sustainable profitable organic growth These three levers will deliver up to 4%points EBITA margin improvement in the next years 6-7% EBITA margin [%] 1% 3. Positioning ≥5% 1% 1-2% 2. Operational Excellence 1% 1% 1. Efficiency Program 3% 3% 3% 2022 2024 2025-2027 Bilfinger SE | C

25. Slide 25: Strategic lever: Efficiency Program

    Strategic lever: Efficiency Program Net Savings will provide 1%point of SG&A ratio improvement from 2024 onwards 1. Efficiency Program SG&A [%] 8.4%  Standardize core functions 8.0% 7.6% Functional 7.1%  Shift transactional tasks to shared services Organization 6% <6%  Optimize IT Deep dive next

26. Slide 26: Efficiency Program: Organizational transition

    Efficiency Program: Organizational transition Deep dive Includes the adoption of a functional organizational structure and leaner administration ... 2023 2024 ... Corporate Functions Products & Innovation HR / HSE Procurement LE LE LE LE LE Finance Shared Services Shared Services Bilfinger SE | Capi

27. Slide 27: Strategic lever: Operational Excellence

    Strategic lever: Operational Excellence As one result, frame and service contract business will account for 80% of total revenue in the future 2. Operational Excellence Frame & service contracts Projects De-risking  Rebalance from 65/35 to 80/20  Frame contracts with average contract tenure of 3-1

28. Slide 28: Contract Selection & Execution

    Contract Selection & Execution Deep dive High discipline will lead to higher profitability Contract Selection and Execution Opportunity selection EBITA margin [%] 1 – along defined risk criteria 6-7% 1% ≥5% Tender and Negotiation 1-2% 2 – remain steadfast within risk corridor 1% 1% 1% Delivery capab

29. Slide 29: Strategic lever: Positioning

    Strategic lever: Positioning Economies of scale and sales mix will support EBITA margin improvement 3. Positioning Market  Scale effects: additional profitable EBITA margin [%] revenue supported by existing 6-7% Expansion organization 1% ≥5%  Change in product mix: higher 1-2% share of planning an

30. Slide 30: Profitability to drive cash generation

    Profitability to drive cash generation Increasing cash conversion to consistently more than 80% EBITA [€ m] | Margin [%] Free Cash Flow [€ m] | Cash Conversion [%] 6-7% ≥ 5% 3.7% 3.2% 2.4% >80% 0.6% >70% 137 140 136 104 93 115 57 20 2019 2020 2021 2022 2024 2025- 2019 2020 2021 2022 2024 2025- adjus

31. Slide 31: Working Capital improvements

    Working Capital improvements A strong cash focus throughout the organization De-risking Revenue [€ m] | Average NTA/Revenue [%] contract  Enforces faster cash generation 14.5% 14.1% 13.4% portfolio 12.0% 11.5% 10-11% Standardization of offering & 4,372 4,312 Bundling of services 3,737 3,461  Optim

32. Slide 32: Capital Allocation to drive Total Shareholder Return

    Capital Allocation to drive Total Shareholder Return A dividend of € 1.30 will be proposed to next Annual General Meeting Revenue Growth EBITA Improvements Cash Conversion Dividend: 40-60% of adjusted net profit and continuous growth Organic growth M&A Share buyback Adhere to financial policy and ac

33. Slide 33: Financial targets

    Financial targets Execution of this strategy allows us to set new mid-term targets 2024 2025-2027 Organic Growth 4-5% CAGR Increasing EBITA ≥5% 6-7% margin Improving Cash >70% >80% Conversion1 1. Cash Conversion: FCF / EBITA Bilfinger SE | Capital Markets Day 2023 | February 14, 2023 page 33

34. Slide 34: Strategy

    Strategy Sustainable, profitable growth through Re-Positioning and driving Operational Excellence Efficiency year No. 1 for customers in enhancing Bilfinger & Sustain- 2027 efficiency and sustainability Future ability 2026 Positioning 2025 2024 2023 6 12 18 24 Bilfinger Today months Efficiency Progr

35. Slide 35: Capital Markets Day 2023 Segment E&M Europe

    BILFINGER SE - LEADING IN INDUSTRIAL SERVICES - Capital Markets Day 2023 Segment E&M Europe Jürgen Liedl | Executive President February 14, 2023

36. Slide 36: E&M Europe: Financial targets

    E&M Europe: Financial targets Mid-term CAGR Mid-term profitability target ~4% 7-8% 0.5-1% 0.5-1% ~2% ~1% 5.0% ~2% Market growth Self propelled Target EBITA adj. Efficiency Operational Positioning Target EBITA growth growth margin 2022 Program Excellence margin Bilfinger SE | Capital Markets Day 2023

37. Slide 37: E&M Europe: Market

    E&M Europe: Market The New De- Climate Labor Normal Inflation Digitalization globalization change shortage Our world Wage inflation between 4 and 12% but All German refineries fully independent from Russian Oil with expected peak end 2022 & Gas since beginning of 2023 Port of Rotterdam to reduce CO2

38. Slide 38: E&M Europe today

    E&M Europe today Digitalization New builds & Consultancy Engineering Maintenance & Turnarounds Modifications Horizontals Verticals Others Projects 25% 20% Chemical & Pharma & 40% Petrochemical Biopharma 5% 10% Energy 75% Frame & 25% service contracts Oil & Gas Revenue [€ m] EBITA adj. [€ m] EBITA ad

39. Slide 39: E&M Europe in the future

    E&M Europe in the future Digitalization New builds & Consultancy Engineering Maintenance & Turnarounds Modifications Horizontals Verticals Projects Others 10% 15% Pharma & Chemical & Biopharma 10% 40% Petrochemical 20% 90% Energy 15% Frame & service contracts Oil & Gas Bundle services to solutions a

40. Slide 40: E&M Europe: Strategic levers

    E&M Europe: Strategic levers 1. Efficiency Program 2. Operational Excellence 3. Positioning Competence  Develop skills required for bundled services Growth ongoing Development  Rollout lean management trainings to local leadership Profitability Standardization  Develop standardized execution from

41. Slide 41: E&M Europe: Example of Sustainability Partner

    E&M Europe: Example of Sustainability Partner Innovative product: CO2 Masterplanning Client Case Client Case CO2 Masterplanning Electrification of boilers The challenge Reduce CO2 emissions at existing sites with limited Transform power supply of boilers in process industries invest from conventiona

42. Slide 42: E&M Europe: Example of Standardization & Bundling

    E&M Europe: Example of Standardization & Bundling Access Services: Level-one scaffold Example Access Services – Bilfinger Contribution Level-one scaffold 1. Measure performance across  Reduced current different sites ~70% average time from 45 Less time min to 13 min per 2. Compare ways of assembly

43. Slide 43: Combine single trade service into competitive offerings

    E&M Europe: Example of Standardization & Bundling Combine single trade service into competitive offerings Customer Contract Bilfinger Contribution Shell Moerdijk 1969: Insulation, scaffolding  Compared to -60% conventional 2012: + Painting cost approach with 2020: + Engineering reduction scaffoldin

44. Slide 44: Capital Markets Day 2023 Segment E&M International

    BILFINGER SE - LEADING IN INDUSTRIAL SERVICES - Capital Markets Day 2023 Segment E&M International Christian Rugland | Executive President February 14, 2023

45. Slide 45: E&M International: Financial targets

    E&M International: Financial targets Mid-term CAGR Mid-term profitability target ~6% 5-6% ~3% ~4% ~3% 1-2% ~1% Market growth Self propelled Total growth growth -0.7% EBITA adj. Efficiency Operational Positioning Target EBITA margin 2022 Program Excellence margin Bilfinger SE | Capital Markets Day 20

46. Slide 46: E&M International: Market

    E&M International: Market The New Political Normal Inflation Overregulation Volatility Climate change conflicts Our world Inflation Reduction Act: Announced to reach NetZero by 2050 $ 369 bn for clean energy Plans a 170 km long Announced ambition to become central trading CO2 free city “The Line” hu

47. Slide 47: E&M International today

    E&M International today Digitalization New builds & Consultancy Engineering Maintenance & Turnarounds Modifications Horizontals Verticals Chemicals & Petrochemicals 20% Projects 40% 10% Energy 60% Frame & 60% service Others 10% contracts Oil & Gas Revenue [€ m] EBITA adj. [€ m] EBITA adj. margin [%]

48. Slide 48: E&M International in the future

    E&M International in the future Digitalization New builds & Consultancy Engineering Maintenance & Turnarounds Modifications Horizontals Verticals Projects Others Chemicals & 5% Petrochemicals 10% 25% Oil & Gas 30% 90% 40% Frame & service Energy contracts Business transformation into frame & service

49. Slide 49: E&M International: Strategic levers I

    E&M International: Strategic levers I 1. Efficiency Program 2. Operational Excellence 3. Positioning Functional  Rightsize with service centers and offshore product centers  Attract and retain talents Profitability 12 months Organization  Continuous improvement in efficiency and quality Competenc

50. Slide 50: E&M International: Strategic levers II

    E&M International: Strategic levers II 1. Efficiency Program 2. Operational Excellence 3. Positioning  Discontinue large construction projects De-risking  Ensure modification projects’ execution through Profitability ongoing the Bilfinger Project Concept Market  Expand Bilfinger portfolio (other

51. Slide 51: Example of Sustainability Partner: Chimney Upgrade in Kuwait

    E&M International: Example of Sustainability Partner Chimney Upgrade in Kuwait Customer Project Sustainability Effects  Upgrading turbines and generators  Reduce NOx & SOx emission  Eliminate flue gas leak -76%  NOx/SOx emission emission reduction Bilfinger Solutions  Standardization and bundli

52. Slide 52: Example of Multitrade business

    E&M International: Example of Multitrade business Efficiency improvement program Customer Project Bilfinger Contribution  Streamline plant and identify savings opportunities  80 years partnership  Integrated team with  Lack of network platform and idea 100% customer sharing on-time  Standard pr

53. Slide 53: Capital Markets Day 2023 Segment Technologies

    BILFINGER SE - LEADING IN INDUSTRIAL SERVICES - Capital Markets Day 2023 Segment Technologies Thorsten Hoppe| Executive President February 14, 2023

54. Slide 54: Technologies: Financial targets

    Technologies: Financial targets Mid-term growth per year Mid-term profitability target ~6% 6-7% ~1% ~3% 1-2% ~3% ~1% 3.0% Market growth Self propelled Target EBITA adj. Efficiency Operational Positioning Target EBITA growth growth margin 2022 Program Excellence margin Bilfinger SE | Capital Markets

55. Slide 55: Technologies: Market

    Technologies: Market The New Normal Energy costs Climate change De-globalization Digitalization Our world Enhancing human life Invests >€ 5 bn in green technologies We’re working 24/7 to help us reach Powering the battery age Net Zero carbon emissions Growth Market growth Self-propelled growth CAGR

56. Slide 56: Technologies today

    Technologies today Digitalization New builds & Consultancy Engineering Maintenance & Turnarounds Modifications Horizontals Verticals Frame & service contracts Others Oil & Gas Pharma 5% & Bio- Chemicals & 10% pharma Petro- 5% 35% 15% chemicals 95% 35% Projects Energy Revenue [€ m] EBITA adj. [€ m] E

57. Slide 57: Technologies in the future

    Technologies in the future Digitalization New builds & Consultancy Engineering Maintenance & Turnarounds Modifications Horizontals Verticals Others Pharma 5% & Bio- pharma 35% 60% 100% Energy Projects Focus on green Energy, Pharma & Biopharma as well as supporting long-term clients with their invest

58. Slide 58: Technologies: Strategic levers I

    Technologies: Strategic levers I 1. Efficiency Program 2. Operational Excellence 3. Positioning Functional  Organization: focus on business development and project management Profitability 1 year Organization  Administration through shared services and regions Competence  Project Manager developm

59. Slide 59: Technologies: Strategic levers II

    Technologies: Strategic levers II 1. Efficiency Program 2. Operational Excellence 3. Positioning Digitalization &  Make piping smart through automation  Partnering with expert groups Growth ongoing Innovation  Smart and sustainable fabrication Profitability Market  Supporting long-term clients w

60. Slide 60: Example for Sustainability Partner

    Technologies: Example for Sustainability Partner Supporting the process industries to reduce CO2 footprint Customer Project Bilfinger Contribution  Move cheese production from animal based milk to vegan 25% reduced  Using standardized  Be the first company worldwide engineering skid engineering p

61. Slide 61: Example for Energy Transition: Bio-Diesel

    Technologies: Example for Energy Transition Bio-Diesel from wood feed stock instead of crude oil based Diesel production Customer Project Bilfinger Contribution  Demo Plant: production of 30 barrels of Bio-Diesel per day from wood feed stock to substitute crude oil Diesel 18%  By applying Bilfinge

62. Slide 62: Example for Energy Transition: H2 Production for RWE

    Technologies: Example for Energy Transition H2 Production for RWE in Eemshaven Customer Project Bilfinger Contribution  50 MW hydrogen plant from green power 30% fabrication  With > 5 % saving in  H2 to be injected into the hydrogen lead time heating energy pipeline reduction Sustainability Effec

63. Slide 63: Capital Markets Day 2023 Wrap Up

    BILFINGER SE - LEADING IN INDUSTRIAL SERVICES - Capital Markets Day 2023 Wrap Up Dr. Thomas Schulz | CEO Matti Jäkel | CFO February 14, 2023

64. Slide 64: Strategy

    Strategy Efficiency year No. 1 for customers in enhancing Bilfinger & Sustain- 2027 efficiency and sustainability Future ability 2026 Positioning 2025 2024 2023 6 12 18 24 Bilfinger Today months Efficiency Program Operational Excellence Bilfinger SE | Capital Markets Day 2023 | February 14, 2023 pag

65. Slide 65: Financial targets

    Financial targets 2024 2025-2027 Organic Growth 4-5% CAGR Increasing EBITA ≥5% 6-7% margin Improving Cash >70% >80% Conversion1 1. Cash Conversion: FCF / EBITA Bilfinger SE | Capital Markets Day 2023 | February 14, 2023 page 3

66. Slide 66: Market and self-propelled organic growth

    Market and self-propelled organic growth: Europe, Middle East, North America Overall growth projection M&A CAGR in 2-3% addressable market Market expansion 4-5% CAGR  Offering ~2%  Geography 2022 Market growth Self-propelled growth 2023-2025/27 Bilfinger SE | Capital Markets Day 2023 | February 14

67. Slide 67: Business model

    Business model Business Parameters to drive Vision model business model Our business model No. 1 for customers in Addressable market enhancing efficiency is based on enhancing our and sustainability Competence customers’ profitability by Offering improving efficiency and Organization sustainability

68. Slide 68: Strategic levers

    Strategic levers  Functional Organization 1. Efficiency Program  Competence Development  Procurement  Standardization & Bundling 2. Operational Excellence  De-Risking  Digitalization & Innovation  Market Expansion 3. Positioning  Sustainability Partner  Sustainable Bilfinger Bilfinger SE |

69. Slide 69: Bilfinger tomorrow

    Bilfinger tomorrow Digitalization New builds & Consultancy Engineering Maintenance & Turnarounds Modifications Others Pharma Projects & Biopharma 10% 15% 20% Oil & Gas 15% 30% Chemicals & Energy Frame & 80% 30% service contracts Petrochemicals tomorrow today Pharma Others & Biopharma 10% Projects 20

70. Slide 70: Capital Allocation to drive Total Shareholder Return

    Capital Allocation to drive Total Shareholder Return Revenue Growth EBITA Improvements Cash Conversion Dividend: 40-60% of adjusted net profit and continuous growth Organic growth M&A Share buyback Adhere to financial policy and achieve investment grade rating Bilfinger SE | Capital Markets Day 2023

71. Slide 71: No. 1 for customers in enhancing efficiency and sustainability

    Bilfinger Leading in Industrial Services No. 1 for customers in enhancing efficiency and sustainability

72. Slide 72: Quartalsmitteilung Q4 2022 und vorläufige Zahlen GJ 2022

    BILFINGER SE - LEADING IN INDUSTRIAL SERVICES - Quartalsmitteilung Q4 2022 und vorläufige Zahlen GJ 2022 14. Februar 2023 Hydropower: ÖBB - Obervellach/Tauernmoos

73. Slide 73: GJ 2022: Umsatz zurück auf Vor-Krisenniveau von 2019

    GJ 2022: Umsatz zurück auf Vor-Krisenniveau von 2019, dabei Profitabilität deutlich verbessert 4,153 4,327 4,312 3,461 3,737 Umsatz [Mio. €] 137 140 104 EBITA bereinigt 65 [Mio. €, %] 3,7% 3,2% 2,4% 20 1,6% 0,6% Free Cashflow 115 136 93 [Mio. €] 57 -4 2018 2019 2020 2021 2022 Bilfinger SE | Quartals

74. Slide 74: Prognose 2022 erfüllt

    Prognose 2022 erfüllt Ist GJ 2021 Ausblick GJ 2022 Ist GJ 2022 Umsatz 3.737 Mio. € Deutliche Steigerung 4.312 Mio. €  Deutliche operative EBITA 121 Mio. € Steigerung, jedoch Belastung 75 Mio. €  durch Sondereinflüsse 1 Free Cashflow 115 Mio. € Auf Vorjahresniveau 136 Mio. €  1. Sondereinflüsse

75. Slide 75: Key Highlights GJ 2022

    Key Highlights GJ 2022 Deutliche Steigerung im Deutlicher Anhaltend bereinigte Auftragseingang Umsatzanstieg EBITA Marge positive org. +14% org. +14% 3,2% Marktentwicklung € Dividendenvorschlag Prognose 2023 Free Cashflow über Vorjahr 1,30 € Effizienz-Programm Umsatz 4,3-4,6 Mrd. € 136 Mio. € je Akt

76. Slide 76: ESG Kennzahlen 2022

    ESG Kennzahlen 2022 CO2 Fußabdruck gesenkt, Arbeitssicherheit hat hohe Priorität Environment Social GHG Fußabdruck Scope 1, 2 und 3 Emissionen [tCO2e] Arbeitssicherheit 35,609 2,00 1.68 Scope 1 35,643 1,50 TRIF: Total 1.31 Recordable 1,00 Injury Rate 23.765 (standortbezogen) 1.06 0.86 LTIF: Lost 0,5

77. Slide 77: Auftragseingang und Umsatz deutlich über Vorjahr

    Auftragseingang und Umsatz deutlich über Vorjahr Auftragseingang [Mio. €] 15%/+14% +24%/+21%  Deutlich zweistelliger Anstieg im 4.615 1.272 4,008 Auftragseingang 1,001 1,061 1,028 1,117 1,107 1,118 Rahmen- 917 und Service- 66% 65% verträge  Positive Dynamik sowohl bei Rahmen- 35% 34% Projekte und

78. Slide 78: Finanz-Highlights Q4 2022

    Finanz-Highlights Q4 2022 Deutliche Steigerung im Deutlicher Bruttoergebnis Auftragseingang Umsatzanstieg erhöht auf org. +21% org. +20% 121 Mio. € € bereinigte Free Cashflow SG&A Quote EBITA Marge über Vorjahr unter Vorjahr 4,3% 124 Mio. € 6,6% Bilfinger SE | Quartalsmitteilung Q4 2022 | 14. Februa

79. Slide 79: GuV Entwicklung

    GuV Entwicklung Q4/ Q4/ FY/ FY/ Δ in % Δ in % 2022 2021 2022 2021 Sondereinflüsse im GJ 2022 -65 Mio. €: Auftragseingang 1.272 1.028 +24% 4.615 4.008 +15%  Restrukturierung und Umsatz 1.198 982 +22% 4.312 3.737 +15% Effizienzsteigerung: Bruttoergebnis 121 107 +14% 437 387 +13% Effizienzprogramm -62

80. Slide 80: Bruttoergebnis gesteigert, Vertriebs- und Verwaltungskostenquote gesunken

    Bruttoergebnis gesteigert Vertriebs- und Verwaltungskostenquote gesunken Bruttoergebnis [Mio. €, %] 437 387 114 121 106 107 107 95 95 79 10,1% 10,1% 10,4% 11,3% 10,9% 9,9% 10,6% 9,7% 9,9% 9,4% Q1/21 Q2/21 Q3/21 Q4/21 Q1/22 Q2/22 Q3/22 Q4/22 FY/21 FY/22 Vertriebs- und Verwaltungskosten [Mio. €, %] -8

81. Slide 81: EBITA mit deutlicher operativer Steigerung

    EBITA mit deutlicher operativer Steigerung EBITA [Mio. €, %] berichtet / bereinigt um Sondereinflüsse 51 52 137 140 (5,4%) 50 (4,3%) (3,2%) (3,7%) (5,1%) 37 16 32 Bereinigungen 13 (3,4%) 65 26 (3,0%) 0 Berichtetes EBITA (2,6%) 0 54 19 [Mio. €, %] 54 5 (5,7%) (2,0%) 121 11 37 37 (3,2%) 32 (1,3%) (3,8

82. Slide 82: Effizienzprogramm

    Effizienzprogramm Kapazitätsanpassung Änderungen der organisatorischen um 750 Stellen Strukturen und Prozesse in Vorbereitung Einsparpotenzial Identifizierung von Einsparungen im von 55 Mio. € Beschaffungswesen läuft Reinvestition von 25% der Ersparnisse in Erste Verbesserungen der Run-Rate Aus- & W

83. Slide 83: Konzernergebnis im GJ 2021 und 2022 durch Sondereinflüsse belastet

    Konzernergebnis im GJ 2021 und 2022 durch Sondereinflüsse belastet Vorjahr profitierte stark von Steuererstattungen 140 Erhöhter Steuersatz -65 Keine Aktivierung von 75 steuerlichen Verlustvorträgen FY/22 -24 52 -20 31 28 0 -3 EBITA Sondereinflüsse EBITA Zinsergebnis EBT Ertrags- EAT (fort- EAT (nic

84. Slide 84: Verbesserung im Working Capital

    Verbesserung im Working Capital Cash Flow operativ deutlich gesteigert Operativer Cash Flow [Mio. €] 166 115 124 113 81 60 28 -23 -40 -67 Q1/21 Q2/21 Q3/21 Q4/21 Q1/22 Q2/22 Q3/22 Q4/22 FY/21 FY/22 Free Cash Flow [Mio. €] 136 113 124 115 72 69 19 -28 -43 -76 Q1/21 Q2/21 Q3/21 Q4/21 Q1/22 Q2/22 Q3/22

85. Slide 85: E&M Europe: Umsatzanstieg unterstützt von starker Nachfrage in Nordsee Offshore

    E&M Europe: Umsatzanstieg unterstützt von starker Nachfrage in Nordsee Offshore Auftragseingang [Mio. €] +14%/+14% Umsatzaufteilung [FY 2022, %] +32%/+32% 2,918 2,552 736 846 Projekte 675 649 587 641 669 667 25% Q1/21 Q2/21 Q3/21 Q4/21 Q1/22 Q2/22 Q3/22 Q4/22 FY/21 FY/22 Auftrags- 75% bestand 1.840

86. Slide 86: E&M Europe: EBITA-Marge operativ auf gutem Niveau

    E&M Europe: EBITA-Marge operativ auf gutem Niveau EBITA [Mio. €, %] berichtet / bereinigt um Sondereinflüsse 43 140 40 40 38 (5,8%) 131 (5,0%) 37 (5,9%) 35 (6,0%) (5,2%) (5,2%) (5,4%) 1 (5,5%) 0 15 36 0 Bereinigungen 2 11 23 26 Berichtetes EBITA 16 (3,6%) [Mio. €, %] 38 38 37 (2,9%) 33 10 116 105 (5

87. Slide 87: E&M International: Zunahme von Instandhaltungsverträgen in Nordamerika

    E&M International : Zunahme von Instandhaltungsverträgen in Nordamerika Auftragseingang [Mio. €] +31%/+18% Umsatzaufteilung [FY 2022, %] +58%/+43% 833 249 634 199 197 223 161 158 163 116 Projekte 40% Q1/21 Q2/21 Q3/21 Q4/21 Q1/22 Q2/22 Q3/22 Q4/22 FY/21 FY/22 60% Rahmen- und Auftrags- bestand 391 44

88. Slide 88: E&M International: EBITA-Marge unter Vorjahr

    E&M International: EBITA-Marge unter Vorjahr, im Gesamtjahr verbessert, aber noch negativ EBITA [Mio. €, %] berichtet / bereinigt um Sondereinflüsse 2 (1,4%) 3 3 Bereinigungen 1 2 2 (2,1%) -1 -1 -1 -2 (-0,5%) (-0,6%) 4 3 Berichtetes EBITA -5 (-0,9%) -5 -7 -1 -1 -8 [Mio. €, %] (-3,6%) -2 (-2,0%) (-6,

89. Slide 89: Technologies: Hohe Auftragseingänge werden nun zu Umsatz

    Technologies: Hohe Auftragseingänge der Vorquartale werden nun zu Umsatz Auftragseingang [Mio. €] +13%/+13% Umsatzaufteilung [FY 2022, %] -3%/-3% Rahmen- und 597 672 Serviceverträge 169 170 173 173 187 115 143 138 5% Q1/21 Q2/21 Q3/21 Q4/21 Q1/22 Q2/22 Q3/22 Q4/22 FY/21 FY/22 Projekte Auftrags- best

90. Slide 90: Technologies: EBITA-Marge operativ über Vorjahr

    Technologies: EBITA-Marge operativ über Vorjahr EBITA [Mio. €, %] berichtet / bereinigt um Sondereinflüsse 8 20 (4,6%) (3,6%) 18 7 7 1 (4,7%) (4,7%) 6 (3,0%) 0 (4,0%) Bereinigungen 1 3 4 0 Berichtetes EBITA 3 9 (2,4%) (2,5%) 9 19 [Mio. €, %] 7 (2,3%) 6 1 6 (3,4%) (4,7%) 0 4 (4,2%) 0 (4,0%) 3 3 (2,9%

91. Slide 91: 2023: Anhaltend positive Nachfrage trotz Herausforderungen

    2023: Anhaltend positive Nachfrage trotz Herausforderungen für die Industrie Energie Chemie & Petrochemie  Energiewende: neue Technologie und Verbesserung  Rohstofftransformation der Energieeffizienz  Energietransformation  Revival von Kernkraft  Erhöhter Bedarf zur Effizienzsteigerung in der P

92. Slide 92: Ausblick GJ 2023

    Ausblick GJ 2023 Profitables Wachstum Ist GJ 2022 Ausblick GJ 2023 Umsatz 4.312 Mio. € 4.300 bis 4.600 Mio. € EBITA Marge 1,8 % (3,2%1) 3,8 to 4,1 % Free Cashflow 136 Mio. € 50 bis 80 Mio. €2 1. Bereinigt um Sondereinflüsse 2. Inkl. ca. 60 Mio. € Auszahlungen für das Effizienzprogramm Zugrundeliegen

93. Slide 93: Quartalsmitteilung Q4 2022 Backup Finanzkennzahlen

    Quartalsmitteilung Q4 2022 Backup Finanzkennzahlen

94. Slide 94: Segmententwicklung Q4 2022

    Segmententwicklung Q4 2022 Überleitung Konzern E&M Europe E&M International Technologies Konzern Zentrale / Konsolidierung / Other Operations Sonstige [Mio. €] Q4/22 Q4/21 Δ in % Q4/22 Q4/21 Δ in % Q4/22 Q4/21 Δ in % Q4/22 Q4/21 Δ in % Q4/22 Q4/21 Δ in % Q4/22 Q4/21 Δ in % Auftragseingang 846 641 +3

95. Slide 95: Segmententwicklung FY 2022

    Segmententwicklung FY 2022 Überleitung Konzern E&M Europe E&M International Technologies Konzern Zentrale / Konsolidierung / Other Operations Sonstige [Mio. €] FY/22 FY/21 Δ in % FY/22 FY/21 Δ in % FY/22 FY/21 Δ in % FY/22 FY/21 Δ in % FY/22 FY/21 Δ in % FY/22 FY/21 Δ in % Auftragseingang 2.918 2.55

96. Slide 96: Gewinn- und Verlustrechnung

    Gewinn- und Verlustrechnung [Mio. €] Q4/22 Q4/21 ∆ in % FY/22 FY/21 ∆ in % Umsatzerlöse 1.197,8 982,4 +22% 4.312,0 3.737,4 +15% Bruttoergebnis 121,4 106,8 +14% 437,2 387,0 +13% Vertriebs- und Verwaltungskosten -79,2 -76,4 +4% -307,5 -290,7 +6% Wertminderungen und -aufholungen gem. IFRS 9 0,0 -0,3 -

97. Slide 97: ROCE

    ROCE Capital Employed Return ROCE WACC Value added in € million in € million in % in % in € million [Mio. €] FY/22 FY/21 FY/22 FY/21 FY/22 FY/21 FY/22 FY/21 FY/22 FY/21 E&M Europe 956 890 92 98 9,6 11,0 8,3 8,2 12 25 E&M International 348 309 -8 -18 -2,3 -5,9 9,5 8,9 -41 -46 Technologies 248 247 11

98. Slide 98: Konzernbilanz: Aktiva

    Konzernbilanz: Aktiva [Mio. €] 31.12.2022 30.09.2022 31.12.2021 Langfristige Vermögenswerte Immaterielle Vermögenswerte 786,5 801,9 780,6 Sachanlagen 246,2 254,0 258,7 Nutzungsrechte aus Leasingverhältnissen 173,2 179,0 176,7 Nach der Equity-Methode bilanzierte Beteiligungen 12,7 11,7 11,4 Sonstige

99. Slide 99: Konzernbilanz: Passiva

    Konzernbilanz: Passiva [Mio. €] 31.12.2022 30.09.2022 31.12.2021 Eigenkapital Eigenkapital der Aktionäre der Bilfinger SE 1.087,9 1.167,8 1.300,8 Anteile anderer Gesellschafter -9,7 -11,2 -11,8 1.078,2 1.156,6 1.289,0 Langfristiges Fremdkapital Rückstellungen für Pensionen und ähnliche Verpflichtung

100. Slide 100: Bilanz - Übersicht Aktiva und Passiva

     Bilanz - Übersicht Aktiva und Passiva Bilanz Aktiva [Mio. €] Bilanz Passiva / Eigenkapitalquote [Mio. € / %] 3.149 3.047 3.052 ∆ 31.12.21 ∆ 30.09.22 3.149 3.047 3.052 ∆ 31.12.21 ∆ 30.09.22 781 Immaterielle Vermögenswerte +1% -2% 1.289 1.078 Eigenkapital -16% -7% 802 787 1.157 Langfristige Vermögensw

101. Slide 101: Netto-Liquidität, Net Trade Assets und Cashflow Entwicklung

     Netto-Liquidität, Net Trade Assets und Cashflow Entwicklung ohne IFRS 16 Effekte Netto-Liquidität1 [Mio. €] Cashflow-Entwicklung seit Jahresbeginn ohne IFRS 16 [Mio. €] 1Inklusive IFRS 16 Leasingverbindlichkeiten 0 8 -5 -5 -8 -30 145 -4 124 65 1.10.22 OCF Net Capex Akqui- Finanzierungs- Cashflow Bew

102. Slide 102: Konzern-Kapitalflussrechnung

     Konzern-Kapitalflussrechnung [Mio. €] Q4/22 Q4/21 ∆ in % FY/22 FY/21 ∆ in % EBITDA 23,4 61,9 -62% 174,1 220,7 -21% Veränderung der erhaltenen Anzahlungen 43,3 10,9 +296% 62,6 12,8 +388% Veränderung der Forderungen aus LuL und künftigen Forderungen -11,7 100,2 - -162,2 -74,8 - Veränderung der Verbind

103. Slide 103: Disclaimer

     Disclaimer This presentation has been produced for support of oral information purposes only and contains forward-looking statements which involve risks and uncertainties. Forward-looking statements are statements that are not historical facts, including statements about our beliefs and expectations

Bilfinger — Investor Day (February 2023) on 6ix