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Capital Markets DayCapital Markets DayRotterdam
21 September 2011 Rotterdam
21 September 2011
2
Focus on value creation Matti Lievonen
President & CEO
Capital Markets Day 2011
21 September 2011
Results and outlook
4
EBITDA shows our ability to generate cash flow
-50
0
50
100
150
200
250
300
Q1/08 Q2/08 Q3/08 Q4/08 Q1/09 Q2/09 Q3/09 Q4/09 Q1/10 Q2/10 Q3/10 Q4/10 Q1/11 Q2/11
Comparable EBIT Comparable EBITDA
EUR million
Comparable EBITDA has been over EUR 100 million, even in a low-margin environment
5
We have kept our leverage under 50%
*12-month rollingLeverage = net debt to capital
05
1015
202530
3540
4550
Q1/06
Q2/06
Q3/06
Q4/06
Q1/07
Q2/07
Q3/07
Q4/07
Q1/08
Q2/08
Q3/08
Q4/08
Q1/09
Q2/09
Q3/09
Q4/09
Q1/10
Q2/10
Q3/10
Q4/10
Q1/11
Q2/11
0
200
400
600
800
1,000
1,200
Leverage, left axis Capex*, right axis
Large investments have now been completed
Leverage target range: 25-50%
EUR million%
6
Oil Products
Updated short-term outlook
• Reference margin Q3-to-date average is roughly USD 4.6/bbl, compared to USD 4.5/bbl in Q2 (new)
• Production Line 4 at the Porvoo refinery to be off-line for 4 weeks in Q4 due to decoking maintenance (unchanged)
• Full-year 2011 comparable operating profit set to be higher than in 2010 (unchanged)
• Q3 is expected to be weaker than Q2 as high unit costs and start-up of the Rotterdam plant will impact results (unchanged)
• Sales volumes to double in the third quarter, thanks to new customers in Europe (unchanged)
• Sales volumes will continue to increase in Q4 (new)
• As a result, Q4 comparable operating profit is expected to improve but will remain negative (new)
• Retail’s performance to be similar to 2010 (unchanged)
• Fixed costs roughly EUR 650 million and cash investments EUR 300 million in 2011 (unchanged)
Renewable Fuels
Other
Strategy and vision
8
Neste Oil StrategyOur strategy is unchanged but the vision is sharpened
9
Vision: The preferred partner for cleaner traffic fuel solutions
• Profitable over the cycle• Forerunner and quality leader in
cleaner traffic fuels• Customer’s number-one choice• Solution provider• Fully sustainable value chain• Broad feedstock base,
maximizing use of waste
10
Implementing our vision through coordinated value creation programs
Value creation programs
11
Our journey of change
TOFROM
Functional Cross-functional collaboration
Internal focus Active partnering
Product Solution
Supplier Customer-focused
Cost & Profit Outperforming the competition
Suitable feedstock Wider feedstock range
Technology Customers & technology
Baltic Sea mindset Globally local
12
Roles of Businesses and Production & Logistics
Oil Products Maximizing cash flow from refinery products
Base Oils Capturing value from a growing premium base oils market
Renewable Fuels Generating profitable growth in the renewable fuels market
Oil Retail Maximizing cash flow from existing business and leveraging market opportunities for growth and captivity
Production & Logistics Improving the efficiency of production and logistics assets
13
Our aim is to be number one or the runner-up on our core markets
Oil Products on the home markets
Base Oils in Europeglobally
Renewable Fuels in high-quality renewable diesel
Oil Retail Finland: Estonia: Latvia: Lithuania: Poland:
23
1
22
24
1
1
= our current position
in Group III
2St Petersburg area:
14
Trends in the business environment
World economy Economic growth outlook is uncertain but oil prices are likely to remain moderately high
Refining margin Margins are dependent on the global economic development
Base oil market Demand for premium base oils is expected to match strong supply growth
Biofuels market Demand is projected to continue growingHigh-quality products offer real value for customersOvercapacity in traditional biodiesel
Biofuel regulations Proceeding but some regional delays and uncertainties
Biofeedstock Current feedstocks will be used in the foreseeable future Prices to stay volatileAlternatives emerging slowly
Freight market Expected to remain challenging
Retail market Shift to diesel will continue, growing volumes in NW Russia, market to stay highly competitive
15
Our responses to current market challenges
World economy Focus on cash flowCompetitive costs Proactive financing and healthy liquidity
Refining margin Higher productivity and focus on the home markets to support the additional margin
Base oil market Globalization of the business
Biofuels market Expansion of the customer base and new solutionsActive advocacy
Biofeedstock Maximizing use of waste and sidestreamsHedging possibilities to manage volatilityFocused R&D program to develop alternative feedstocks
Freight market Reduced number of vessels and high fleet utilization
Retail market Continued focus on efficiency, customer loyalty and network development
16
Value creation roadmap Profitability
improvement in Oil Retail
Competitive costs, working capital
management, investment
management
Refinery productivity
and utilization
Ramp-up of Renewable fuels’
profitability
Base oil growth
refining the futurerefining the future
18
Oil Products – Creating value from high-quality assets
Matti Lehmus, EVP
Capital Markets Day 2011
21 September 2011
19
A complex refiner focused on middle distillates
• High share of middle distillates
• High share of gasoline• Low share of fuel oil
44 %54 %
19 %
33 %19 %
6 %18 %7 %
0 %
10 %
20 %
30 %
40 %
50 %
60 %
70 %
80 %
90 %
100 %
NWE average Neste Oil
Middle distillates Motor gasoline Fuel oil Other
Source: NWE 2011 data from WoodMackenzie
20
75%
10%
15%
Strategic focus on the Baltic Sea states continues
• Share of the Baltic Sea states’ volumes has grown in 2009-2011
• Solution concept• Logistics flexibility• Biomandate services• Tailored products and blends
• Logistics advantage versus other regions
Oil Products’ sales volumes in 1-7/11
Baltic Sea statesOther EuropeOther continents
Baltic Sea statesOther EuropeOther continents
21
Key market drivers for Neste Oil
• REB price differential versus Brent
• Cracking margin, in particular diesel and gasoline margin
• Fuel oil versus diesel price differential
Estimated impact of $1/bbl change in key market parameters on Oil Products’ annual comparable EBIT
Calculations are based on USD/EUR exchange rate of 1.42
0
10
20
30
40
50
60
70
Urals-Brent Gasoline Diesel
MEUR MUSD
22
0
1
2
3
4
Q 1/10 Q 2/10 Q 3/10 Q 4/10 Q 1/11 Q 2/11 Q 3/11-to -date
Urals-Brent price differential outlook
Russian oil production • Russian oil production is expected to increase slightly in 2012
• Proposed lower export tax could increase export volumes
• Brent-Urals price differential is expected to average USD 1.5 to 2.5/bbl
Urals discount to Brent$/bbl
Source: PIRA
23
Global supply-demand outlook relatively balanced
• Asia and the Middle East are driving both demand and supply growth – balance sensitive to demand fluctuations
Source: Wood Mackenzie June 2011
24
Regional balances - Europe to stay short of diesel
• European demand trends• Middle distillate demand
growing, gradual growth in need for imports
• Gasoline demand shrinking, surplus is growing
• Regional highlights in the Baltic Sea states• Quality fragmentation due to
biolegislation • Winter diesel balance tight
Source: Wood Mackenzie 2011
Estimated product balances in Greater Europe in 2015
25
0
2
4
6
8
10
12
14
Q1/08
Q2/08
Q3/08
Q4/08
Q1/09
Q2/09
Q3/09
Q4/09
Q1/10
Q2/10
Q3/10
Q4/10
Q1/11
Q2/11
Q3/11 t
o date
Neste Oil’s reference refining margin development$/bbl
Market environment expected to be similar to 2010-11 in the foreseeable future
26
Oil Products strategy focus areas
Productivityimprovement
Product valuemaximization
Working capitalmanagement
Maximize cash flow generation
27
-4.00
-2.00
-
2.00
4.00
6.00
8.00
US$
/bbl
Source Wood Mackenzie 2011
2010 Net Cash Margin - Europe
Top Quartile refineries Second Quartile refineries Third Quartile refineries Bottom Quartile refineries
5.3
1.0
PORVOO5th in 20109th in 2009
NAANTALI
Productivity – Comparison of European refineries’ net cash margins in 2010
Note: 24% (36%) of European refineries operating below breakeven in 2010 (2009)
28
Productivity improvement – positive fixed cost development
4,0
3,22,9
3,1
0,0
1,0
2,0
3,0
4,0
5,0
2008 2009 2010 2011e
Fixed costs 1.7Utilities 2.0Local sales -0.8
Fixed costs 1.7Utilities 2.0Local sales -0.8
Fixed costs 2.3Utilities 2.3Local sales -0.6
Fixed costs 2.3Utilities 2.3Local sales -0.6
Fixed costs 1.8Utilities 2.0Local sales -0.7
Fixed costs 1.8Utilities 2.0Local sales -0.7
Fixed costs 2.0Utilities 1.7Local sales -0.5
Fixed costs 2.0Utilities 1.7Local sales -0.5
Note: Local sales include sales of utilities and services to other companies at the Porvoo industrial site
Porvoo and Naantali unit costsEUR/bbl
29
Productivity improvement – Production Line 4 performance
621
845 860880
500
550
600
650
700
750
800
850
900
950
1 000
2008 2009 2010 FC201150 %
55 %
60 %
65 %
70 %
75 %
80 %
85 %
90 %
95 %
100 %
Middle distillate output Urals in feed
Kt/a
30
• Focus on highest value customers and market segments
• Focus on the Baltic Sea states• Export value maximization by
leveraging quality flexibility• Base oils
• Product and crude slate optimization
• Leveraging logistical flexibility
Product value maximization – Additional margin increase
0
1
2
3
4
5
6
Q1/09 Q2/09 Q3/09 Q4/09 Q1/10 Q2/10 Q3/10 Q4/10 Q1/11 Q2/11
Neste Oil’s additional margin$/bbl
Major turnaround at the Porvoo refinery
31
Successful working capital managementEUR million $/bbl
0
200
400
600
800
1,000
1,200
1,400
Q1/08 Q3/08 Q1/09 Q3/09 Q1/10 Q3/10 Q1/11-10
10
30
50
70
90
110
130
150
Oil Products' net working capital, left axis Brent dated, right axis
32
Value from high-quality assets
Working capital management and
optimization
Reliability and productivity
Energy efficiency
Future potential
Focus on highest value customers
and markets
Base Oils –
Globalizing in an attractive growth market
34
Demand for high-performance base oils is growing at more than 10% annually
0
5
10
15
20
25
30
35
40
45
2005 2010 2015 2020
Group I -13 Mtpa
Group II +11 Mtpa
Group III +5 Mtpa
Mt
Source: In-house estimates
Growth drivers:• Emission legislation• Fuel economy• Oil drain intervals
35
Group III NEXBASE® Base Oil Improved traffic energy efficiency
• Base oils designed for improved fuel economy• High-stability base oils• Emission reduction• Extremely low sulfur and aromatic content
High-quality products that meet increasingly stringent environmental and performance requirements
36
Application areas for premium-quality base oils
1. Engine oil
2. Driveline fluids
3. Power steering fluid
4. Shock absorber fluid
5. Gear oil
6. Greases
37
Neste Oil’s base oil roadmap
Time
Kt/a
1,000
2008 2015
Joint venture project with Bahrain Petroleum Company
Partnership with ADNOC in Ruwais/UAE
Bahrain JV+400 kt/a VHVI
Abu Dhabi+500 kt/a VHVI
Porvoo250 kt/a VHVI
Neste Oil is committed to grow with its customers and strives to be the preferred partner and solutions provider
38
Our global presence
Santos
Production siteTerminals currently in operation
Houston
EHVI Production, Finland 250kt/a
EHVI Production, Bahrain 400kt/a
Singapore
TerminalNWE Antwerp
Terminal location under evaluation
Terminal NWE Hamburg
Global Sales, Geneva
Global sales office
39
Americas 900 kt/a
Europe1,000 kt/a
Asia Pacific650 kt/a
Group III base oil market
Group III competitor capacities 2012kt/a
650
1165 1125
500
0
200
400
600
800
1000
1200
1400
Neste Oil A B C
Neste Oil market position• Top 3 player with global market
share of approx. 20-25 %• Non-integrated supplier • Strong position in Europe
40
Partnership strategy to drive growth
Bahrain JV with BaPco and OGHC• USD 430 million investment• Neste Oil’s share is 45%• Neste Oil responsible for marketing• Commissioning of the site is ongoing• Maximum utilization rate expected
to be reached rapidly due to the positive market situation
Abu Dhabi partnership• 600 kt/a unit under construction at
Adnoc’s Ruwais refinery• Neste Oil as marketing partner
VHVI site in Bahrain (September 2011)
41
0
200
400
600
800
1000
1200
1400
1600
Jan-09 May-09 Sep-09 Jan-10 May-10 Sep-10 Jan-11 May-11
European Group I ICE gasoil
Key business drivers
Supply/demand balance• Specification
development• Car sales driving
factory fill demand
Added value through• Formulation
development• Quality and quality
consistency
MarginVHVI base oil price differential versus
feedstock
Group III premium to Group Iis dependent on the market situation
$/t
Source: Argus 2011
Group I premium to gasoil
42
Globalization and growth
Solution concept- high-quality
products and formulations
Capacity growth - Bahrain joint
venture
Capacity growth- Abu Dhabi
partnershipExpanding
customer base and global supply
chain optimization
Future opportunities –
leverage market position
Matti Lehmus, EVP
Capital Markets Day 2011 21 September 2011
Matti Lehmus, EVP
Capital Markets Day 2011 21 September 2011
Renewable Fuels - Driving growth and profitability
Renewable Fuels - Driving growth and profitability
44
Policy forces are driving the adoption of biofuels
Agricultursupport
Energy securit
GHG reduction
These factors have a different emphasis in different markets
45
20,000
15,000
10,000
5,000
02010200920082001 2002 2003 2004 2005 2006 20072000
Latin AmericaNorth AmericaAsia-Pacific
Europe
Biodiesel demand has grown rapidly since 2005, especially in Europe
Source: Wood Mackenzie 2011
kt/a
46
Global bio/renewable diesel demand is expected to nearly double by 2020
Bio/renewable diesel to grow at ~7% p.a.Bio/renewable diesel to grow at ~7% p.a.
12 1420
34
64
5
8
0
5
10
15
20
25
30
35
40
45
Bio/renewable diesel demand (Mt)
2
+7%
2020
41
7
2015
27
421
2011Share of global diesel/gasoil (weight-%) 1.7 % 2.0 % 2.6 %
Source: Wood Mackenzie, Kingsman, Neste Oil and BCG analysis & estimates
Rest of WorldAsia-PacificNorth AmericaEurope
47
Hydrogenated Vegetable Oils (HVO) – Legislative status in EU
HVO not yet recognized in legislation
HVO recognizedin legislation
• Renewable Energy Directive stipulates mandates
• Biofuels to represent 10% by energy of the traffic fuel pool by 2020
• Current level typically in the 4-6% range, depending on country
48
• US• Renewable Fuels Standard (RFS-2) stipulates minimum volumes
of renewable fuels; approx. 20% of the traffic fuel pool by 2022• HVO approved as a biofuel but limited number of feedstocks are
recognized for Advanced Biofuels • Definition of import procedures for Advanced Biofuels has been ongoing
but has not been officially approved
• Canada• 2% biomandate in place at Federal level• HVO approved as a biofuel• Sustainability legislation under development
Hydrogenated Vegetable Oils (HVO) – Legislative status in the US and Canada
49
Current HVO producers and capacity
250
US CompetitorNeste Oil
2,000 kt/a
250 kt/a
NExBTL capacity growth
Global HVO capacity
0200400600800
1,0001,2001,4001,6001,8002,000
2007 2009 2010 2011
Porvoo I Porvoo II Singapore Rotterdam
kt/a
50
Selected NExBTL business drivers
Feedstockcost
Product and customer value
Productioncost
Logistics cost
Margin
51
Key business drivers - Feedstock
Crude palm oilWaste and side streams (waste animal fat, PFAD,stearin)Other (e.g. rapeseed, jatropha, camelina)
Feedstock pool in 2011
<50%~40%
~10%
Feedstock strategy
• Ensure sustainability of all feedstock used currently
• Certification schemes• Audit trail• Projects to further improve
sustainability
• Expand feedstock range• Focus on waste, sidestreams and
residues• Animal fat share will rise to >20 %
during 2011• New feedstocks through focused R&D
52
Feedstock flexibility is an important profitability driver
Source: Neste Oil
0
50
100
150
200
250
300
350
400
450
500
550
European Rapeseed oil vs. Malaysian crude palm oil + freight ($ 45/t)$/t
0
50
100
150
200
250
300
350
400
450
500
550
European Rapeseed oil vs. Malaysian crude palm oil + freight ($ 45/t)$/t
07/08 07/09 01/1001/08 07/1001/09 01/11 07/11
53
Key business drivers – Product and customer value
Margin is dependent on• Feedstock price differentials• Biodiesel margin (e.g. FAME vs RSO)• Additional margin (quality premiums)
Different product pricing schemes, e.g.• FAME + premium• Gasoil + premium• SME + premium
Customer value creation via NExBTL
Biofuel cost (cost of biomandate fulfillment)
Quality compensation
in blending
NExBTL value
Energy content
compensation
Infrastructure
requirements
Cost of FAMEbiodiesel (market
price)
Biofuel cost (cost of biomandate fulfillment)
Quality compensation
in blending
NExBTL value
Energy content
compensation
Infrastructure
requirements
Cost of FAMEbiodiesel (market
price)
54
Key business drivers – Production cost
Production cost drivers
• Utilization rate• Utility cost• Yield
Estimated cost per NExBTL ton produced (estimates published in 2009 in brackets)
Production costs have been impacted by increased energy costs
Calculation is based on estimated average annual costs, assuming maximum utilization at all plants
USD/t
Fixed costs 50 (50)
Hydrogen and utilities 170 (125)
TOTAL 220 (175)
55
Driving growth and profitability
Production efficiency through
full capacity utilization
Working capital/ supply chain optimization
Expansion of competitive
feedstock base
Capacity creep and yield
improvement opportunities at
existing units
Value-added growth in new geographic
markets and in new application
areas (e.g. biojet)
Focus on highest margin market segments and
solution concepts
refining the futurerefining the future
57
Firm grip on financials Ilkka Salonen, CFO
Capital Markets Day 2011
21 September 2011
Focus on cash flow
59
EBITDA shows our ability to generate cash flow
-50
0
50
100
150
200
250
300
Q1/08 Q2/08 Q3/08 Q4/08 Q1/09 Q2/09 Q3/09 Q4/09 Q1/10 Q2/10 Q3/10 Q4/10 Q1/11 Q2/11
Comparable EBIT Comparable EBITDA
EUR million
Comparable EBITDA has been over EUR 100 million, even in a low-margin environment
6060
641
501 540
38
74110
558
45
0
100
200
300
400
500
600
700
800
2008 2009 2010 2011e
Group excl. Renewable Fuels Renewable Fuels
604679
575650
Fixed costs are significantly lower than in 2008 when adjusting for Renewable Fuels growth
EUR million
61
Capex to settle at the same level with depreciation
0100
200300
400500600
700800
9001 000
2008 2009 2010 2011e
Capex Depreciation
EUR million
62
Focus on working capital management
0
200
400
600
800
1000
1200
1400
Q1/08 Q2/08 Q3/08 Q4/08 Q1/09 Q2/09 Q3/09 Q4/09 Q1/10 Q2/10 Q3/10 Q4/10 Q1/11 Q2/110
20
40
60
80
100
120
140
160
Net working capital ex Renewable Fuels Net working capital Brent dated
EUR million $/bbl
Dividend and financial targets
64
Dividend policy remains unchanged
20102009
200820072006
USD per share
SOURCE: CPAT database
Dividend per share over the last 5 years
US peer 1 US peer 2 US peer 3 Euro peer 1 Euro peer 2 Euro peer 3
We have paid a more consistent dividend than our peers
Target is to pay at least 33% of annual comparable net profit as dividend
65
Leverage target remains unchanged
*12-month rolling
05
1015
202530
3540
4550
Q1/06
Q2/06
Q3/06
Q4/06
Q1/07
Q2/07
Q3/07
Q4/07
Q1/08
Q2/08
Q3/08
Q4/08
Q1/09
Q2/09
Q3/09
Q4/09
Q1/10
Q2/10
Q3/10
Q4/10
Q1/11
Q2/11
0
200
400
600
800
1,000
1,200
Leverage, left axis Capex*, right axis
Leverage target range: 25-50%
% EUR million
66
0
5
10
15
20
Q1/06
Q2/06
Q3/06
Q4/06
Q1/07
Q2/07
Q3/07
Q4/07
Q1/08
Q2/08
Q3/08
Q4/08
Q1/09
Q2/09
Q3/09
Q4/09
Q1/10
Q2/10
Q3/10
Q4/10
Q1/11
Q2/11
0
200
400
600
800
1,000
1,200
ROACE*, left axis Capex*, right axis
Long-term ROACE target is also unchanged Major investment program has impacted ROACE over the last few years
Long-term target of 15%
% EUR million
*12-month rolling
FX, margin hedging and liquidity
68
Foreign exchange rate hedging
Q1 Q3Q2 Q4
0%
100%
All material forecasted cash flow exposures arehedged for the rolling 12 month period
Por
tion
of th
e ex
posu
re
69
Margin hedging
Oil Products
High conversion refineries give us reasonable natural protection against low margin environment. Thus usual margin hedging ratio is relatively low.
Higher hedging ratio can be used if needed by the Group’s financial position.
Renewable Fuels
Due to lack of natural margin protection in renewable products, a notable portion of sales volume is hedged.
70
Liquidity position on 30 June 2011
Size Utilized Available
Committed Credit Facilities- Short-term 150 0 150- Long-term 1,575 400 1,175
Cash and Cash Equivalents 140
Total Cash andCommitted Credit Facilities 1,465
Uncommitted Programs
Commercial Papers 400 255 145
EUR million
71
Debt maturity profile
0
10 0
20 0
30 0
40 0
50 0
60 0
70 0
2 011 2 01 2 2 01 3 201 4 20 15 20 16 2 017 +
S hor t-te rm L ong-term
EUR million
72
Targeting better and less volatile returnsMarket risk
management
Fixed costs
Investment management
Liquidity
Working capital management
refining the futurerefining the future