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lindab | we simplify construction
1
Lindab Capital
Markets Day
20 May 2015“We simplify construction”
lindab | we simplify construction
lindab | we simplify construction
Transformation into a fully integrated company
From selling what we produce … … to capturing trends and fulfilling
customers’ needs …
… and bringing more value to
more people.
Lindab has started its transformational
journey towards a fully integrated company.
A journey that started with the arrival of CEO
Anders Berg in 2013, the launch of a new,
flat, matrix organisation and a new strategy to
capitalise on trends and Lindab’s strengths.
New focus same basics
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lindab | we simplify construction
Anders BergPresident and CEO
Today’s presenters MODERATOR:
Steffo Törnquist
IN THE PANEL:
Bengt AnderssonProduct & Marketing Director
Magnus GrönborgHead of Operations
Fredrik LiedholmLegal and HR Director
Michele PaccagnelaCountry Manager Italy
Joakim LönnbergSales Region North Europe
– presentation at the branch
Fredrik ReinfeldtFormer Prime Minister,
special guest speaker
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Foundation Present Strategy Future
Contents
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Foundation
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One Lindab
Sales, markets Sales, segments
CEE/CIS
21%
Western Europe
30%
Nordic region
46%
Other markets
3%Building Systems
13%
Products &
Solutions
87%
Simplifying is our passion,
ultimate comfort is our vision
Lindab employees
Architect
Contractor/Installer
Developer
lindab | we simplify construction
Contractor/Installer
Lindab employees
12
14
Rainwater and
Building products
1. Lindab Rainline
2. Lindab Seamline
3. Lindab Topline
4. Lindab IT Solutions
Building solutions
5. Lindab Construline
6. Lindab Facade Casette
4. Lindab IT Solutions
Air Movement
7. Air Handling Unit
8. Fans
Indoor climate solutions
9. Lindab Pascal
10. Lindab Airy
11. Lindab Solus
4. Lindab IT Solutions
Ventilation products
12. Lindab ADS
13. Lindab Indomo
4. Lindab IT Solutions
Fire and Smoke
14. Lindab Smoke control system
14. Lindab Fire dampers
5
7
119
10
6
3
13
8
12
4
1
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Sales Region
North Europe
Joakim
Lönnberg
Sales Region
West Europe
Mette
Bröndum
Sales Region
Mid Europe
Pascal
Gelugne
Sales Region
CEE, Russia
and New
Markets
Rickard
Lindqvist Building
Systems
Kenneth
Johnsson
Strategy execution and governanceCEO
Anders Berg
Rainwater and Building Products Ioan Farcas
Ventilation Products Torbjörn Bruzelius
Indoor Climate Solutions Niels Christensen
Air Movement Jan Hesel
Fire and Smoke Eros Peronato
Strategic Product and Marketing Management
Bengt Andersson
Building Solutions Johan Andersson
Executive
Management
Team
Operational
Management
Team
Division, Product
Management and
Country Management
General management,
group
Market and product,
group
Sales regions
Building Systems, Astron
Group structure
Business Excellence and IT / IS
Christian Svensson
Operations
Magnus Grönborg
Finance, Controlling, IR / Communication
Acting CFO Linda Kjellgren
Legal, HR and M&A
Fredrik Liedholm
Astron Group
board
Driving our strategy
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A long and successful history …
The foundation of the company in Grevie, Sweden Establishment in CEE IPO, OMX Nasdaq Stockholm
The extended Yaroslavl facility opens its doors New CEO. ONE Lindab replaces 3 Business Areas Focus on complete ventilation solutions
2013 20152010
1990 20061959
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… based on a strong foundation
Customer success Down-to-earth Neatness and order
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… and always profitable
Sales 12m(MSEK)
EBIT 12m(MSEK)
EBITSales
2000199019801959 201420102005
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Our business Environmental impact of products & services
Customer health & safety
Product content declarations
Financial stability
Supplier requirements
EmployeesHealth & safety
Diversity & equality
EnvironmentMaterials used in production
Greenhouse gas emissions
Waste
Energy consumption
SocietyFair competition
Anti-corruption
Lindab Life – our framework for
sustainability
Our most important
sustainability aspects
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Safety First – Zero Vison for Work Injuries
LTIF indicates the number of accidents per million hours worked.
17.1Jan 2012
14.9Jan 2013 12.3
Jan 2014 9.5Jan 2015
Reduction in
LTIF by 44 %
over 3 years
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Present
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Sales, SEK m EBIT, SEK m Cash Flow, SEK m
7,003(6,523)
497(498)
278(620)
+7 % 0 % –55 %Difference
vs 2013
Growth in core business in 2014
Large investment in
Karlovarska propertyUnrest in Russian market
– Building Systems heavily
affected
Increased sales activities
and market share gain
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New Strategy
5–8 % 10 % 2.5
Annual growth Operating margin Net debt/EBITDA
2014 - Important steps towards a leading position
New Financial Targets
Extended Footprint 4 acquisitions 8 new branches in 6 countries
NovoClima
Klimasystem A/S
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Building Systems
A combination of growth oriented and project related
business
Largest customer/project: 3–10 %
Share of sales to developed markets: 48 %
(Western Europe, CEE)
Share of renovation: 0 %
Largest customer/project: 2 %
Share of sales to developed markets: 98 %
(Western Europe, CEE and US)
Share of renovation: 45 %
Products & Solutions
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6,750
6,250
6,000
600
550
500
300
7,250
7,000
6,500
450
400
350
250
0
EBIT 12m
(MSEK)
Sales 12m
(MSEK)
Sales0%
EBIT+12%
497
460
347
498
407
EBIT 12mSales 12m
Note: EBIT excl one-off items
2010 2011 2012 2013
EBIT 2014 SEK 497 m, EBIT margin 7.1%
2014
2012–2014: flat sales; increased efficiency
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Note: EBIT excl. one-off items
500
400
300
5,250
5,000
5,750
6,500
0
6,000
6,250
5,500
MSEK
Sales+16%(+846)
EBIT+39%(+133)
Q1
2015
473
Q1
2014
410412
Q1
2011
435
Q1
2012
365
Q1
2013
Q1
2010
295
EBIT 12mSales 12m
50
156
110
52
28
-35
-100
0
100
200
700
500
900
1,100
MSEK
Q1
2013
Q1
2014
Q1
2015
EBIT-68%(-106)
Sales-13%(-131)
Q1
2010
Q1
2012
Q1
2011
Sales 12m EBIT 12m
Products & Solutions Building Systems
Two different stories…
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Sales growth % EBIT%
Operating margin has declined in last 6 months mainly due
to weakened market situation for Building Systems in
Russia and CIS.
Strong organic growth due to both widen offering and gained
market shares driven by strategic sales activities
Limited contribution from structure in last two years but still
close to target in a market with underlying growth of 1-2%
Sales growth and EBIT%, R12M
0%
2%
4%
6%
8%
10%
12%
Mar
2014
Mar
2015
Mar
2013
Long-term target
-10%
-8%
-6%
-4%
-2%
0%
2%
4%
6%
8%
Mar
2014
Mar
2015
Mar
2013
Total growth excl. currency
Structure
Organic
Long-term target
Financial targets
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Financial net as % of Net debt
0%
2%
4%
6%
8%
10%
Mar
2015
Mar
2014
Mar
2013
Net debt / EBITDA
4.0
3.5
3.0
2.5
0.0
Mar
2015
Mar
2014
Mar
2013
Significantly reduced cost to finance the net debt since new
credit agreements were signed in Feb -14
Increase since Sep -14 mainly due to weakened
EBITDA in Building Systems
Strategic acquisition of MP3 was made in Jan -15
Actual adj. for release of old agreement costs
Actual
Net debt/EBITDA, R12M
Long-term target
Financial targets
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Diverse performance between product areas in last 12m
Building Solutions
Indoor Climate Solutions
Rainwater & Building Products
Ventilation Productsincl. new product areas from 2015
Air Movement and Fire & Smoke
Profitable Growth
Turnover represented by size of circle.
Operating margin %
Org
an
ic g
row
th %
Products & Solutions
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Our Market
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20 000 customers in 60 countries
46%
30%
21%3%
USA
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29
9
7
22
2
15
18
7
33
1
3
1
2
12
1
1
1
2
6
130 Number of knowledge and distribution centers
(”branches”)
Central production
Regional production
LINDAB DISTRIBUTION:
Always close, available
and knowledgeable
LINDAB PRODUCTION:
Always ready, flexible
and reliable
Footprint for customer success
USA1
2
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Our top 10 markets*
1. Sweden
2. Denmark
3. UK
4. Germany
5. Norway
6. France
7. Russian
8. Poland
9. Finland
10. Switzerland
*2014
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Our products and solutions
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Ventilation products
Rainwaterand Buildingproducts
Indoor climatesolutions
Complete steelbuildingsystems
Buildingsolutions
Broad offering of products and solutions
Air movement
Fire and Smoke
Share of Group sales
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Masterbrand for
the activities within
the building industry
Endorsed brands
within the same
business as the
masterbrand but
with different offerings
Free-standing
brands with
a different business
to the masterbrands
Free-standing
brands within the
same business as
the masterbrand
Machinery
Brand of Lindab Group
Fastening systems
Brand architecture
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Business driven approach
Responsibility for the product portfolio and the commercial success of it
Product Lifecycle Management (PLCM)
Standardised process for product and portfolio development
Be close to developments in the market and future changes in demand
Constantly work with cost reductions
What is Strategic Product Management?
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• Reactive approach
• Product management a support function
• A large proportion of the work was technical
specifications
• Product approach from a ”produced by Lindab”
perspective
• Not enough European approach
• Proactive approach, business development with strategic
focus
• Strategic plan – including price / margin for different
portfolios
• Sales and profitability responsibility with clear targets and
activities
• Product development with a good fit to each market
• Mandate and courage to challenge and question “business
as usual”
Expected results:
• Improved sales, margins and market share
• Improved product portfolio (optimised central and regional portfolio)
• Develop each market with a good approach to products and solutions
• Shortened time to market
Strategic Product Management, cont.
“Before” “Now”
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TG 4TG 3TG 2TG 1TG 0 TG 5
From idea to commercial success (XLPM model)
Idea Phase Analysis Phase Planning Phase Execution Phase (Establishment, Realisation, Hand-over) Conclusion Phase
Internal/external
product
councils and
Innovation
teams
Product performance
SPM
Detailed product
definition & planning
PM
Develop, test
implement
PM
Follow-up
project
PM
Hand-over
PM
Product
ownership
SPM
Launch planning , execution, hand-over
PM, SPM and local management
Production, implementation & roll out
Operations
Full Commercial/
Marketing Plan
PM, SPM
Plan implementation
& roll-out
Operations
Initial Commercial
Plan
PM, SPM
Sourcing &
Production
Operations
Availability
KPI and
feedback
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Our Routes to Market
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Many and close customer relations
Added
product
range
Residential
Industrial
Commercial
Marine
Public
sector
Our production
facilities
Our e-Business, software
solutions and distribution
centers
Core
products
Optimized
logisticsOur branches and
sales offices
CUSTOMERS
THE INFLUENCERS
END USERS
Project
support
Research
facilities
and
knowledge
Solutions
and
systems
STRENGTHEN DISTRIBUTION
DEVELOP SOLUTIONS
Building specifiers
and consultants
AuthoritiesProperty managers
& property owners
Installers OEMContractors Distributors
ALWAYS CLOSE,
ALWAYS AVAILABLE
R&D facilities
40% 25% 10% 25%
Note: % in routes to market refer to Products & Solutions and 15 main markets
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Our branch strategy – quick, close and complete
”Easy access to the branch with
competent staff, here I find all the
quality products that I need for my
work”
New branches
Showroom New store concept Broad range…
Knowledge hub New technology Good locations
…available from stock
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Working with the influencers
”Unique project planning
software makes it easy to
visualise and plan the project”
Solutions for End users Building Project Tools Ventilation Project Tools
Lindab Revit Tools DIMsilencer
Lindab ADT Tools
Structural Designer LindQST
CADvent
Residential Solutions
Industrial Solutions
Commercial Solutions
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Strategy
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Business Areas
created
Dramatic
decline in
sales
Sales acceleration with
increased demand for
steel roofs, rain water
systems and air ducts
Cost-saving
programmes
2000 2015
New flat,
matrix
organisation
World
Economic crisis
Clear global
trends
(2006–2007)
“Super cycle
peak”
Strengthen distribution
and develop solutions
Back to Basics –
Into the Future
Launch of Gold
Strategy
Fittings, distribution
and rainline growth
main themes
Astron
acquired
(Building
Systems)
Butler Europe
acquired (Building
Systems)
CCL Veloduct
acquired
20102005
The journey towards becoming an integrated company
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Profitable every year since 1959
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Environmental
aspectsare drivers in all trends
Intense pressure for
Innovations
Global economy
patterns
Growing population and
urbanisation
Innovation in materials
and processes
Intelligent buildings
Environment, legislation
and energy saving
We see global drivers for growth
38
Five clear trends in the world today impacting Lindabs business
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Simplifying is
our passion,
ultimate comfort
is our vision
Our Basics
People Products Production and
Processes
Sales and
Distributions
Supported by Strategic Intiatives
Developing a strategy to reach
our wanted position
Building on our strengths
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5-8%Annual growth based on
organic growth and
growth from acquisitions
over a business cycle
10%Operating margin over a
business cycle
2.5The average Net debt /
EBITDA not to exceed
2.5 in the long term
30% The dividend target is 30%
of the company’s profit after
tax considering
opportunities for strategic
acquisitions, the financial
position of the company and
long term need for financing
Three financial targets supported by the new strategyThe targets stretch over a business cycle
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Relative contribution from our focus areas
Productivity
and cost
Sales
development
Strengthen
margin Supporting focus areas
Lead-time Shorter Medium Longer
Our formula for success
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Leveraging local
stars to global
standards.
Optimising the flow
from purchase to
delivery.
Creating offers of
complete ventilation
solutions.
Finding new ways
to increase
customer value.
Having the right
team for our
business.
Five clear strategic focus areasOur formula for success
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• Develop marketing and sales competence within the Group
• Strengthen Lindab’s position in local markets by utilising the
entire offering
• Further reinforce strategic product and marketing
development
Lindab shall be the obvious choice for customers
in the various market segments and in order to
grow successfully, needs to become even better at
adapting its offering to each individual market, as
well as strengthening the brand and making
selective acquisitions.
3 important initiatives 2015
43
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• Improve systems for inventory control and thereby increase
availability for customers
• Use Lindab's combined purchasing power and establish a
strong network of buyers within the Group
• Become better at assessing supply and demand – to
produce the right quantities of each product
In a market undergoing rapid transformation,
customers are increasingly demanding greater
simplification, speed, flexibility and reliability.
Lindab is meeting these demands while
strengthening the supply chain process.
3 important initiatives 2015
44
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• Develop the offering of complete ventilation solutions for
homes, offices and hospitals
• Develop expertise and technical solutions in VAV systems
and Fire and Smoke
• Strengthen communications about Lindab as a turnkey
supplier
The new strategy has a clear business goal.
The aim is for Lindab to be the leading European
company offering complete ventilation solutions
for all customer categories including end-users,
property owners, regulators, installers and
contractors in selected segments.
3 important initiatives 2015
45
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• Implement workshops on innovation within the Group
• Introduce processes for handling the flow from concept to
innovation
• Create Innovation Hotspots – places where good ideas as
well as problems can be raised
To take advantage of strong global trends while
meeting increasingly tough competition, Lindab
needs to promote the power of innovation
throughout the Group and develop a culture of
innovation that makes Lindab the best in the
industry at understanding customers' future
needs.
3 important initiatives 2015
46
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• Develop the quality and content of employee appraisals
• Develop a Group-wide HR system that will closely examine
skills and streamline processes
• Implement Group-wide training programmes for leadership
development and Lean Management
New expertise is needed to develop a variety of
skills and meet the challenges of the market. The
successful development of employees is a key
issue for Lindab to be able to implement strategies
in all focus areas and achieve its goals.
3 important initiatives 2015
47
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SolutionsLeading European companies within categories
“Residential and Light Commercial Ventilation”,
“Fire and smoke” and “Indoor Climate Solutions”
Market excellenceCompanies that add distribution in new
and existing geographies
Primarily in two areas and primarily bolt-onWith the strategy we also acknowledge the potential for acquisitions
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Strengthen the footprint – organically and by bolt-on
acquistions
CIS incl Russia
Act and re-actVolatile markets, primarily
Building Systems, potential for
P&S
Nordic Region
IntensifyComplete P&S offering, strong position,
but still potential to grow, ICS large
potential
Western and Mid-Europe
Select &
reinforceIn general strong position in
chosen markets, also areas
where we can develop
significantly
CEE
DevelopStrong P&S but with continuedgood potential for ventilation
Other, e.g. North Africa, Middle
East
ExploreNew interesting markets, ”testing the waters” with a
selective approach
US
Profit Ventilation project business
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50With ”One Lindab” - A new distribution center in Grevie next to the ventilation factory covering
about 8000 m2
Before:
• Challenge to coordinate
supply chain
• Creating unnecessary
inventory
• Challenge to further
effectively reduce cost
With New Distribution
Centre:
• Increased availability of
products
• Increased productivity in
supply chain
• Reduced working capital
and cost
Analysis of internal
transaction flow in ”old
business areas” where
factories serve as
”distribution hubs”
Mapping of all transactions identified opportunitiesFurther development of the distribution in Lindab with new conceptual approach
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= Lindab branch = Lindab production = external supplier = Lindab Distribution Center
Responsibility
of Operations
Establishment of distribution centerFurther development of the distribution in Lindab with new conceptual approach
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Future
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CIS
Construction market expected to grow
2% annually in coming three years
GDP growth1 avg. 2015-17: 2.0%
Construction market2 2015-17: 2.3%
SE construction market very strong at the
moment but expected to slow down in coming
years, though this will be compensated by DK
and FI that should gain momentum from 2016
onwards.
NORDIC
GDP growth1 avg. 2015-17: 1.7%
Construction market2 avg. 2015-17: 2.1%
Most markets will continue to recover.
UK is currently the main driver of European
construction business and is expected to
remain so in coming three years, particularly
within non-residential construction.
WESTERN EUROPEGDP growth1 avg. 2015-17: 3.1%
Construction market2 avg. 2015-17: 3.0%
Above 2% annual economic growth
forecasted in all of Lindab’s main markets
within the region.
Most construction markets are forecasted to
develop rather well in coming years.
CEE
GDP growth1 avg. 2015-17: -0.1%
Market uncertainty to remain short-term and
noticeable recovery expected first in 2017.
Construction market likely to have more
challenges than general economy.
1) IMF, World Economic Outlook (Apr 2015)
2) Euroconstruct (Nov 2014) – forecasts weighted by Lindab market mix
Market outlook
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Transformation
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From selling what we produce … … to capturing trends and fulfilling customers’ needs
Business Area driven sales and
production units
New flatmatrix
organisation
Back
to BasicsInto
the Future
New
strategy
Transformation into a fully integrated company
55
New focus same basics
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Silos(group, function,
country etc.)
Convergence One Lindab creating value for customers and shareholders
One Lindab – focusing on the customer and their
value while benefitting from being big
Observations
We are in a capital intensive business • We have fierce competition in mature markets • We are local in our approach with the customers
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Nearly Zero-
energy Buildings
by 2020
ErP 2013 covering
minimum efficiencies
on motors
ErP 2015 incorporating
stricter values on
motor efficiencies
2016 Lot 6 & 10 will treat
the fan or AHU as a system
which must carry an energy
rating label e.g. A+
Centralised control units for
indoor climate systems
Nearly Zero-energy
Public Buildings by
2018
Increased role of IoT in managing/
improving energy efficiency
Intelligent control systems will
dominate buildings
Trend
Fact
DRIVERS: ENVIRONMENT | LEGISLATION | ENERGY SAVING | INTELLIGENT BUILDINGS | INNOVATION IN MATERIALS AND PROCESSES
Low energy building
concepts
Focus on indoor air
quality and fire protection
Self-service
eCommerce concepts
Buildings are responsible for 40% of energy consumption and 36% of CO2 emissions in the EU. While new buildings generally need less
than three to five litres of heating oil per square meter per year, older buildings consume about 25 litres on average. Some buildings
even require up to 60 litres. Currently, about 35% of the EU's buildings are over 50 years old. By improving the energy efficiency of
buildings, we could reduce total EU energy consumption by 5% to 6% and lower CO2 emissions by about 5%
The 2010 Energy Performance of Buildings
Directive and the 2012 Energy Efficiency
Directive are the EU's main legislation
when it comes to reducing the energy
consumption of buildings.
2010 2012 2014 2016 2018 2020 2022
Lindab Inside
(residential
solutions)
Closer corporation
with strategic AHU
and Fan partners
All non-compliant
Fans removed from
range
IoT strategy and
concept
Pascal 2.0 (VAV solution with
smart user interface)
Fans and AHU new
strategic focus
Fire and Smoke new
strategic focus
Lindab Protect (Fire and
smoke protection systems)
Evaluation of insulation materials – fire
and energy performance for roof- and wall
Competence and training
centres
Residential VAV solution
Lindab service concepts
New energy solutions to be launched every year
New test furnace for
Fire and Smoke
Cool roofs
Residential Combi-unit for heating,
cooling & HRV
B2B eBusiness – a real-time and global
buying environment with web platforms and
e-tools
Building integrated energy
systems
Building systems with
near zero energy
Lindab
action
Lindab Distribution concept
Broad and flexible product ranges based on
modularization
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Where are we going and why?
Our development supported by legislative measures
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Summary
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We have a very strong foundation, we capture the
trends that drive our business, we work
systematically and aligned with our strategy, which
gives us a remarkable opportunity to take a leading
position within complete ventilation
solutions.
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2020
Some Milestones on Lindab’s Journey
1959 | The foundation of the
company in Grevie, Sweden
xxxx
IPO, OMX Nasdaq Stockholm
1988 20061959
Lage Lindh, businessman of the
year.
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Appendix: Presentation of
MP3
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“Through the
acquisition of
MP3, Lindab
gains a great
opportunity to
add competence
with fire and
smoke solutions”
Anders Berg
Our competence, Lindab’s strength
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8,150 hours dedicated
to R&D
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38 countries around the
world
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9 product areas for any
need
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Fire safety experts
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target
the customer
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New solutions launched in Q1
Smoke Control Ventilation is a
matter of human safety.
Lindab Smoke Control
Systems are ready to install in:
• Hospitals, Care homes
• Hotels, shopping centres
• Underground buildings
• Train stations
• Multistorey parkings
“The strategic
acquisition of MP3 is
strengthening the
product offering and
upgrading
competences”
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• Team Site launched
• Project on schedule
• ONE Lindab sales Training in Italy x 5 completed
• MP3 Fire dampers now sold by Lindab Italy and technical/sales training started in several countries
• Team Site launched
• Project on schedule
• ONE Lindab sales Training in Italy x 5 completed
• MP3 Fire dampers now sold by Lindab Italy and technical/sales training started in several countries
• Team Site launched
• Project on schedule.
• ONE Lindab sales Training in
Italy x 5 completed.
• MP3 Fire dampers now sold
by Lindab Italy and
technical/sales training started
in several countries.
MP3 Integration follows structured XLPM
process
“Sharing the knowledge =
Multiplying the knowledge”
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This presentation contains i.a. certain forward-looking expectations which are subject to risk and uncertainties related to relevant
financial and market conditions, currency exchange fluctuations etc. The document has been prepared by Lindab solely for information
purposes related to the CMD 2015. The information contained herein are Lindab's opinions and views as of current date, 20 May 2015
only.
Lindab undertakes no liability and make no representation or warranty for the information and any expectations given in the
presentation..
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