Download - Power Point Template
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Templates and maps available after slide 123
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Circular Flows
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4Bain-Template
Box Arrows
First level bullet- Second level dash
Third level arrow
First level bullet-Second level dash
Third level arrow
First level bullet- Second level dash
Third level arrow
First level bullet- Second level dash
Third level arrow
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5Bain-Template
Arrow 1
Arrow 2
Circular Arrows – Two
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6Bain-Template
Circular Arrows – Three
Arrow 1
Arrow 2
Arrow 3
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7Bain-Template
Circular Arrows – Four
Arrow 1
Arrow 2Arrow
3
Arrow 4
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8Bain-Template
Arrow 1
Arrow 2
Arrow 3
Arrow 4
Arrow 5
Circular Arrows – Five
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9Bain-Template
Circular Arrows – Six
Arrow 3Arrow 4
Arrow 5
Arrow 6
Arrow 2
Arrow 1
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10Bain-Template
Arrow 1
Arrow 2
Arrow 3
Arrow 4
Arrow 5
Arrow 6
Arrow 7
Circular Arrows – Seven
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11Bain-Template
Circular Arrows – Eight
Arrow 1
Arrow 2
Arrow 3
Arrow 4Arrow 5
Arrow 6
Arrow 7
Arrow 8
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12Bain-Template
Arrow 1
Arrow 2
Arrow 3
Arrow 4Arrow 5
Arrow 6
Arrow 7
Arrow 8
Arrow 9
Circular Arrows – Nine
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13Bain-Template
Text
Cloverleaf
Text
Text
Text
Text
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14Bain-Template
Recycling
First level bullet-Second level dash
Third level arrowText
First level bullet-Second level dash
Third level arrow
Text
Text
First level bullet-Second level dash
Third level arrow
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15Bain-Template
Segmented Circular Arrows
Segment 4
Segment 1
Segment 3
Segment 2
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16Bain-Template
Spiral
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17Bain-Template
Text
Text
Triangle
Text
Text
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Linear Flows
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19Bain-Template
Arrow Stair Steps
Text
Text
Text
Text
Text
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20Bain-Template
Box Steps
Text
First level bullet- Second
level dash Third
level arrow
Text
First level bullet- Second
level dash Third
level arrow
Text
First level bullet- Second
level dash Third
level arrow
Text
First level bullet- Second
level dash Third
level arrow
Text
First level bullet- Second
level dash Third
level arrow
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21Bain-Template
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Team
One
Team
Tw
o
Double Arrow
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22Bain-Template
Dumbbell
Text TextText TextText
First level bullet-Second level dash
Third level arrow
First level bullet-Second level dash
Third level arrow
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23Bain-Template
Merging Arrow
Text
Text
Text
Text
Text
Text
Text
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24Bain-Template
Moving Forward
Text
First level bullet-Second level dash
Third level arrow
Text
First level bullet-Second level dash
Third level arrow
Text
First level bullet-Second level dash
Third level arrow
Text
First level bullet-Second level dash
Third level arrow
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25Bain-Template
Parallel Flow – Three
First level bullet-Second level dash
Third level arrow
First level bullet- Second level dash
Third level arrow
First level bullet- Second level dash
Third level arrow
First level bullet- Second level
dash Third level
arrow
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26Bain-Template
First level bullet-Second level dash
First level bullet-Second level dash
First level bullet-Second level dash
Parallel Flow – Four
First level bullet-Second level dash
First level bullet- Second level
dash Third level
arrow
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27Bain-Template
Parallel Flow – Five
First level bullet-Second level dash
First level bullet- Second level dash
First level bullet-Second level dash
First level bullet-Second level dash
First level bullet-Second level dash
First level bullet- Second level
dash Third level
arrow
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28Bain-Template
PERT Diagram
Text
Text Text
TextText
Text
Text Text Text
Text
Text
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29Bain-Template
Text
Text
Pipeline
Text
Text
Text
Text
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30Bain-Template
Process
Phase3
Phase2
Phase1
Factor One
Factor Two
Factor Three
Results
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31Bain-Template
Segmented Parallel Flow
Text First level bullet
-Second level dash
Text
Text First level bullet
-Second level dash
Text First level bullet
-Second level dash
Text First level bullet
-Second level dash
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32Bain-Template
Split Arrow – Two
First level bullet
-Second level dash
Third level arrow
First level bullet- Second level
dash Third level
arrow
Text
First level bullet- Second level
dash Third level
arrow
Text
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33Bain-Template
First level bullet
- Second level dash
Third level arrow
Split Arrow – Three
Text
First level bullet- Second level dash
Third level arrow
Text First level bullet
- Second level dash Third level
arrow
Text
First level bullet- Second level dash
Third level arrow
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34Bain-Template
First level bullet-Second level dash
Third level arrow
First level bullet- Second level
dash Third level
arrow
First level bullet- Second level
dash Third level
arrow
Subdivided Flow – Two
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35Bain-Template
First level bullet- Second level
dash Third level
arrow
Subdivided Flow – Three
First level bullet- Second level dash
First level bullet- Second level
dash
First level bullet
- Second level dash
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36Bain-Template
First level bullet- Second level
dash Third level
arrow
Subdivided Flow – Four
First level bullet- Second level
dash
First level bullet
- Second level dash
First level bullet
- Second level dash
First level bullet- Second level
dash
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37Bain-Template
Timeline
JuneAprFebJan MayMar
First level bullet
- Second level
dash
First level bullet
- Second level dash
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38Bain-Template
Text
First level bullet
- Second level dash
Third level arrow
Value Chain Circles
Text
First level bullet
- Second level dash
Third level arrow
Text
First level bullet
- Second level dash
Third level arrow
Text
First level bullet
- Second level dash
Third level arrow
Text
First level bullet
- Second level dash
Third level arrow
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39Bain-Template
Value Chain Squares
Value Chain
First level bullet
- Second level dash
Third level arrow
Value Chain
First level bullet
- Second level dash
Third level arrow
Value Chain
First level bullet
- Second level dash
Third level arrow
ValueChain
First level bullet
- Second level dash
Third level arrow
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40Bain-Template
Value Chain with Synthesis Circles
Value Chain
First level bullet- Second level dash Third
level arrow
Synthesis
First level bullet- Second level dash Third
level arrow
Synthesis
First level bullet
- Second level dash Third
level arrow
Value Chain
First level bullet- Second level dash Third
level arrow
Value Chain
First level bullet- Second level dash Third
level arrow
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41Bain-Template
Expenses$
BenefitValve
To Pensioners
$
$
Waterworks
From Income
Employer Contribution
Valve$
$
From Employee
Employee Contribution
ValvePension
Fund$
Investment Earnings
Fund Pressure Gauge
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42Bain-Template
Waves
Wave 1
First level bullet
- Second level dash
Third level arrow
Wave 2
First level bullet
- Second level dash
Third level arrow
Wave 4
First level bullet
- Second level dash
Third level arrow
Wave 3
First level bullet
- Second level dash
Third level arrow
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Vertical Flows
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44Bain-Template
Text
Funnel – Three Tiers
Text
Text
Text
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45Bain-Template
Funnel – Four Tiers
Text
Text
Text
Text
Text
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46Bain-Template
Text
Funnel – Five Tiers
Text
Text
Text
Text
Text
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47Bain-Template
Pyramid 1
Text
Text
Text
Text
Text
Text
Text
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48Bain-Template
Text
Text
Text
Text
Text
Text
Text
Text
Pyramid 2
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Segmentation
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50Bain-Template
Bull’s Eye 1
Texthere
Texthere Text
hereTexthere
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51Bain-Template
Bull’s Eye 2
Text here
Note: click on each segment for individual
customization
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52Bain-Template
High
Low
Strong Weak
Label
Label
Weak
Strong
Four by Four
Quadrant 3
Quadrant 3
Quadrant 4
Quadrant 4
Quadrant 1Quadrant 1
Quadrant 1Quadrant 1
Quadrant 2
Quadrant 2
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53Bain-Template
Text
Text
Text
TextText
TextText
Honeycomb
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54Bain-Template
Market Segments
Text
Text
Text
Text T
ext
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55Bain-Template
Pie Wedges
Your
Tex
t Her
e Your Text Here
Your Text Here
Your
Tex
t Her
e
Text
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56Bain-Template
Wagon Wheel
Spok
e te
xt
Sp
oke t
ext
Spoke text
Spoke textSp
oke
text
Spoke text
Spoke text
Sp
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58Bain-Template
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59Bain-Template
Filters with Shrinking Arrow
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60Bain-Template
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61Bain-Template
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63Bain-Template
Level / Result – One / Two
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Fulcrum – One vs. One
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Fulcrum – One vs. Two
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Fulcrum – One vs. Three
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Fulcrum – One vs. Four
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Interrelation-ships
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74Bain-Template
Chain Links
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Circles Within Circles
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Divisional Relationships
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Four Pages
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Give and Take
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Interlocking Circles – Three
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Internet/Intranet Clouds
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Open Box
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Circle One
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Puzzle
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Shared – Five
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Synergy
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Trade Off
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Forces at Work
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Converging Arrows – Three
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Converging Arrows – Three (2)
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Diverging Arrows – Four
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99Bain-Template
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Loop Forces
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Push Pull
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Target
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Key and Lock
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Umbrella
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Value Chain with Barrier
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Changing Course
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Value Chain Loop
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Value Chain Loop – Back Two
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Value Chain Loop – Back Three
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Frameworks
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Ansoff Matrix
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Axis Title
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Arena
Text
Text
First level bullet- Second
level dash
Text
First level bullet- Second
level dash
Text
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dash
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First level bullet- Second
level dash
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115Bain-Template
Bell Curve
Text
Text
Text
Text
Text
Text
Text
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Text TextText Text
TextText Text
Text Text
Text
Hierarchy – One on Four
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Marketing Mix
Marketing Mix
Product PlacementPrice Promotion
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dash Third level
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Measurements
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119Bain-Template
Dashboard
Text
0
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40 60
100
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20
40 60
100
80
0
20
40 60
100
80
Text
Text
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Gauge
50
0
10
20
30
40
100
90
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60
Text
Text
Text
Text
Text
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Thermometer
•First level bullet- Second level dash
Cold
•First level bullet- Second level dash
Hot
•First level bullet- Second level dash
Warm
•First level bullet- Second level dash
Neutral
•First level bullet- Second level dash
Cool
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Templates and Maps
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Point one
Point two
Point three
Agenda
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124Bain-Template
Timeline
Task Responsibility
03/01
152 day(s)
03/06
03/01
152 day(s)
03/06
03/01
152 day(s)
03/06
03/01 03/08
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Dec Jan Feb Mar Apr May
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Workplan
TaskMonth Month Month Month
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Date
Date
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Third level arrow
Complete In-process
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Text with side headings
Situation:
Answer:
Question:
Answer:
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Four lines of text
Highlighted column
Text TextText
Row header:
Gold, bold, centre
justified and the
same font size as text
above
Gold, bold, centre
justified and the
same font size as text
above
Gold, bold, centre
justified and the
same font size as text
above
Gold, bold, centre
justified and the
same font size as text
above
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Description:
Side title:
Text TextText Text
Text Text Text Text
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Value chain (4 arrows)
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Description:
Side title:
Value chain (5 arrows)
Text TextText Text
Text Text Text Text
First level bullet- Second
level dash
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Description:
Side title:
Value chain (6 arrows)
Text TextText Text
Text Text Text Text
First level bullet
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Text
Text
Text
Text
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Side title:
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Text Text
Org chart (2 boxes)
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Third level arrow
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Side title:
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Text Text
Org chart (3 boxes)
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Text
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Side title:
Side title: Text Text
Text Text
Org chart (4 boxes)
First level bullet
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Third level arrow
First level bullet
- Second level dash
Third level arrow
Text
Text
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Third level arrow
First level bullet
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Third level arrow
Text
Text
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Side title:
Side title: Text Text
Text Text
Org chart (5 boxes)
First level bullet
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- Second level dash
Text
Text
First level bullet
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First level bullet
- Second level dash
Text
Text
First level bullet
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Text
Text
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2 by 2 matrix
X-axis Label
Y-axis Label
100%
0%
0% 100%
High
Low
Low High
50%
50%
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arrow
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Qualitative Interview Sample
Current customers Defectors Prospects
Large
Mid-Size
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Six column table
Column header
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Column header
First level bullet
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Column header
First level bullet
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Column header
First level bullet
First level bullet
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Column header
First level bullet
First level bullet
First level bullet
Column header
First level bullet
First level bullet
First level bullet
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1 2 3 4 5 60
1
2
3
4
5
Stacked cluster(a bar mekko with placeholders)
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Agree/Disagree chart
“The whole senior management agrees that it is urgent and critical to change.”
“The commitment of people to change will guarantee the success of Programme 2000.”
-100 -75 -50 -25 0 25 50 75 100
-100 -75 -50 -25 0 25 50 75 100
Disagree Agree
Disagree Agree
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140Bain-Template
Title one
Title two
Title threeTitle four
Title five
Arrow title
Arr
ow titl
eArrow title
Arrow ti
tle Arrow title
Arrow title
Main title
Star slide
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141Bain-Template
Bain world offices (2001)
Rome
Chicago Paris
London
MadridZurich
Milan
Brussels
StockholmMunich
Toronto
Amsterdam
San FranciscoDallas
Boston
Mexico City
TokyoBeijing
Hong Kong
Singapore
Sydney
Los Angeles Atlanta
São Paulo
Johannesburg
Seoul
New YorkSilicon Valley
Melbourne
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Map of the world
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North America
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Canada
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United States
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U.S. with state names
RI
MD
DENJNV
WA
OR
CA
AK
AZ
UT
ID
MT
WY
CO
NM
TX
OK
KS
NE
SD
NDMN
IA
MO
AR
LA
MS
IL
WI
IN
KY
TN
AL
FL
GA
SC
NC
VAWV
OH
PA
ME
MI NY
VTNHMA
CT
HI
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South America
Brazil
Bolivia
Argentinia
Peru
Urugay
Paraguay
Ecuador
Columbia
Venezuela Guayana
Surinam
French Guayana
Chile
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Europe
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Europe—detailed
Iceland
United
Kingdom
Ireland
France
Spain
Portugal
Belgium
Norway
Sweden
Germany
Nether-lands
Luxembourg
Italy
Denmark
Poland
RussiaEstonia
Latvia
Belarus
Ukraine
Turkey
Georgia
Armenia
Finland
Lithuania
Slovakia
Bos-H.
Switzerland Austria
Yugos-lavia
Macedonia
Romania
Hungary
Czech Rep.
Bulgaria
Greece
Croatia
Moldavia
Alb.
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Spain
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Africa
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South Africa—detailed
FREE STATE KWAZULU NATAL
MPUMALANGA
GAUTENGNORTH WEST
NORTHERN CAPE
WESTERN CAPE
EASTERN CAPE
NORTHERN PROVINCE
LESOTHO
ATLANTIC OCEAN
INDIAN OCEAN
BOTSWANA
ZIMBABWE
MOZAMBIQUE
NAMIBIA
Pietersburg
Mmabatho
UpingtonKimberley
Stellenbosch
Cape Town Port Elizabeth
Grahamstown East London
Umtata
Durban
PietermaritzburgBloemfontein
Pretoria
Johannesburg
Welkom
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Australia
Northern Territory
Western Australia
Southern Australia
Queensland
New South Wales
Victoria
Tasmania
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Asia
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China
Shenyang
Harbin
Nanjing
Chengdu
Changsha
Wuhan
Guangzhou
Hangzhou
Fuzhou
Jinan
Xian
Shenzhen
Xiamen
Wuxi
Dalian
Qingdao
Zhuhai
Chongqing
Kunming
Suzhou
Zhangjiang
Jiangsu
Hebei
ShanxiNingxia
Anhui
Beijing
Fujian
Gansu
GuangdongGuangxi
Heilongjiang
Henan
Hubei
Hunan
Inner Mongolia
Jiangxi
Jilin
Liaoning
Shandong
ShanghaiShaanxi
Sichuan
Tianjin
Yunnan
Zhejiang
Xinjiang
Tibet
Qinghai
Guizhou
Hong KongTaiwan
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Japan
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BACKUPPLACEHOLDEROLD SLIDES
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Copyright(c) 2003 Mserve, Inc. All Rights Reserved.
MServe make mobile business smart
해외 법인 (3)해외 Joint Venture (1)
엠서브( 한국 , 서
울 )
허치센 엠서브( 중국 , 홍콩 )
Singapore
엠서브 USA( 미국 , 뉴욕 )
엠서브 China( 중국 , 베이징 )
엠서브 Japan
( 일본 , 도쿄 )
해외 법인 현황
Philippines(Manila)
Malaysia(Kuala Lumpur)
국내의 검증된 국내의 검증된 Mobile SolutionMobile Solution 의 현지화를 의 현지화를 통한 통한 Global Mobile Solution Global Mobile Solution 업체로 성장업체로 성장
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TITLETEXT
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COMPANY NAME 169
TEXT
- TEXT
- TEXT
Contents
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COMPANY NAME 170
TEXT
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COMPANY NAME 171
감사합니다 .
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COMPANY NAMETITLETITLE
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COMPANY NAME / TITLE
TITLE
1-1. TEXT
2-1.
TEXT
3-1. TEXT
4-1.TEXT
1. TEXT
2. TEXT
3. TEXT
4. TEXT
TEXT
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COMPANY NAME / TITLE
Thank-you
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82 84 86 88 901980
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A
B
C
D
E
F
가 나 다 라
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Positioning Map
변수 A
변수 B
Positioning Statement
Define & Choose the Value Positioning Format
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Brand Management Platform(Format)
Brand Name :
Brand Identity - Brnad Promise - Brand Personality
Brand Strategy
Brand Mission & Role
Brand Vision
Define & Choose the Value Brand Management Platform-Format
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MServe
1. 1. 제품 개발 배경제품 개발 배경
▶ 기존 필름 시스템의 단점을 보완하기 위해 Digital 기술 접목
▶ 별도의 필름 보관 공간이 필요함공 간
▶ 복사본의 부정확 및 복사본 수의 제한
▶ 진단의 부정확정확성
▶ 필름 , 필름 담당자 , 보관 / 포장에 필요한 추가 비용 발생
▶ 필요 인력이 많으며 적재적소에 인력배치가 어려움
비 용
▶ 기존 필름 정보 확인 및 분류 , 저장 작업에 많은 시간이 소요되고 있음
▶ 환자 대응시간 및 보고서 작성이 늦어짐시 간
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MServe
통합 PACS 솔루션 • 자료 추출 / 저장 / 관리 / 화면출력 통합 솔루션
완벽한 표준 지원 • 완벽한 DICOM 및 DICOM JPEG2000 표준 지원
강력한 진단 워크스테이션 • 강력한 사용자 정의 보고서 제공 및 3D 솔루션 지원
HIS/RIS 통합 • IHE 프래임워크 기반의 통합 솔루션
차세대 PACS 아키텍쳐 • SAN 및 NAS 를 활용한 On-line 저장 기능
다양한 적용 기능 • 소규모 병원 및 대규모 병원에서도 적용 가능
3. M-PACS 3. M-PACS 특징특징
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MServe
업무처리 소요 시간
▶ 환자들에게 보다 많은 시간을 투자하실 수 있습니다…
3.7 시간 /일
전통적 방법 PACS
6.7 시간 /일
전통적 방법 PACS
의사
방사선 진단사
기술자
간호사
간호 조무사
84 시간 / 년
84 시간 / 년
14 일 / 년
5 일 / 년
20 일 / 년
274 일 / 년274 일 / 년필름 관리자
4. 4. 제품의 효과제품의 효과
조직별 필름 처리관련 업무 시간
시간
시간
응급진료의 경우
비응급진료의 경우
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㈜엠서브
2003 년 수주 목표2003 년 매출 및 손익 목표
2. 2003 년 경영목표 상세 내역
2003 년 매출목표는 전년대비 18.5% 성장한 약 3,200 억원 , 경상이익은 전년대비 71.4% 성장한 약 192 억원을 목표로 하고 있으며 , 전사 사업전략에 따라 사업을 전개하고 있음
단위 : 원
매출3.891 억(38.4%)71.4%↑
2,700 억
18.5%↑
2002 년 2003 년
112 억
192 억
3,200 억
손익
모바일컨텐츠
국내 해외
200 억
2,300 억(76.7%)
3,000 억단위 : 원
기업모바일솔루션
모바일컨설팅
600 억(20.0%)
100 억(0.3%)
110 억(55.0%)
70 억(35.0%)
20 억(10.0%)
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㈜엠서브
3. 2003 년 상반기 경영실적
- 3 개년 상반기 매출 /손익 추이 -
2002 년 상반기 대비 약 17.2% 의 매출성장과 7% 의 이익율의 달성하였으며 , 상반기 계획대비 7.4% 의 매출 및 1% 의 손익을 초과 달성하였음
2003 년 상반기 계획 대비 매출 /손익 실적3 개년 상반기 매출 /손익 추이
단위 : 원 단위 : 원
손익
매출
2001 년 2002 년 2003 년
34 억
(4.7%)
51 억
(4.3%)
102억
(7.1%)
720 억1200 억
1450 억40.0%↑
17.2%↑
컨텐츠
솔루션
컨설팅
540억
780억
1,015억
108억
360억
340 억
72 억 60 억 95 억
손익
매출
계획 실적
81 억
(6.0%)
102 억
(7.0%)
1350 억1450 억
컨텐츠
솔루션
컨설팅
7.4%↑
945억
1,015억
270억
340 억
135억
95 억
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㈜엠서브
250 억(19%)
770 억(57%)
1,450 억 (107%)
누계( 진척률 )
WINWIN
WIN / LOSS 프로젝트
( 단위 : 억원 )
LOSS LOSS
4. 2003 년 상반기 영업 /수주실적
2003 년 상반기 목표 대비 영업 /수주 실적
2002 년 상반기 대비 약 17.2% 의 매출성장과 7% 의 이익율의 달성하였으며 , 상반기 계획대비 7.4% 의 매출 및 1% 의 손익을 초과 달성하였음
1350 억
250 억
520 억
680 억
10
단위 : 원
1~2 월실적
3~4 월실적
5~6 월실적
상반기목표
목표대비100 억 초과 달성
100 억
고객사 프로젝트명 수주금액
SKY 텔레콤 임베디드 게임 250
세명전자 모바일통합생산정보 340
한국의료원 모바일의료컨텐츠 180
DreamCom 실시간위성정보 585
드림원뱅크 모바일뱅킹 컨설팅 95
합 계 1,450
고객사 프로젝트명
대한기능대 모바일 캠퍼스 구축 사업
인성교육원 모바일 교육컨텐츠 사업
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Retail bank efficiency ratio
Purchased costs (non-IT)
Branch/physical network
IT
Corporate center
55-60
SIGNIFICANT COMPONENT OF COST BASE - RETAIL BANK EXAMPLEPercent of revenues
Judgment-intensive processing
Factory-like processing
Contact centers
6-9
3-6
6-8
4-6
6-9
11-14
14-21
Operational environment Examples
Judgment-intensive processing
Factory-like processing
Contact centers
• Credit underwriting
• Collections• Investment
management
• Item processing
• Account maintenance
• Transaction processing
• Call centers• Web sitesTypical cost savings
is 15-20% or 2-4 points
of efficiency ratio impact
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30%70% 45%
25%
15%
15%
IT
Front office
Admin
Accounting/risk
Back office
Ops/mid office
Note: Headcount distribution is Note: Headcount distribution is more skewed to back office due more skewed to back office due to lower cost per personto lower cost per person
SIGNIFICANT COMPONENT OF COST BASE - INVESTMENT BANK EXAMPLEPercent of personnel costs
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*For example, credit card companies**For example, Citigroup***Same or next day decline (depending on timing of earning announcement) during 2000Source:Zacks Consensus Research as of 2/3/01
Market expectations for growth remain high . . .
22
19
10
13
Brokerages/ investment banks
Consolidated loan companies*
Miscellaneous financial services**
Regional banks
24
18
12
8
EPS growth last 5 yearsPercent
Expected EPS growth for 2001Percent
Banks – money center
20%
0%
1%
2%
3%
4%
5%
6%
7%
8%
9%
0.0% 2.5% 5.0% 7.5%
. . . with the penalty for missing expectations severe
Bank America – 3Q
Charles Schwab – 3Q
Negative EPS surprise Percent
Declin
e in
sto
ck p
rice**
* P
erc
en
t
First Union – 1Q
Citigroup – 4Q
Wachovia – 4Q
Amex – 4Q
First National – 4Q
MSDW – 3Q
Bank One – 3Q
National City – 3Q
16%
MARKET PRESSURE TO MAINTAIN HIGH GROWTH RATES
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WORKING DRAFTLast Modified 4/14/2009 10:39:00 PM Pacific Standard Time
Printed 3/25/2009 4:10:23 AM India Standard Time
Valuing Corporate Social Responsibility and Sustainability
March 2009
CONFIDENTIAL AND PROPRIETARYAny use of this material without specific permission of McKinsey & Company is strictly prohibited
BCCCC Presentation
DRAFT
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Objectives of the research
▪ Focus on financial link between ESG activities and financial value creation
▪ Develop understanding of what it takes to:– Create value through ESG
activities– Develop more sophisticated
metrics to capture the financial value
– Build better tools and methods to communicate that value to internal and external stakeholders
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Key findings
▪ ESG activities create value along the four areas traditionally valued by the market:
– Growth
– Return on Capital
– Risk Management
– Management Quality
▪ Investors and CFOs believe ESG activities create value, but are not fully taking it into account
▪ Many companies create real value from ESG activities, but most do not measure that value, and even fewer communicate the value
▪ There is a real opportunity for ESG professionals to fill this gap
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Research methodology
▪ Examination of ESG programs today, the challenge of measuring value, and methods for assessing and communicating value
▪ Examined existing metric systems
▪ 238 CFOs and investment professionals
▪ 127 ESG professionals and socially responsible institutional investors through BC CCC
▪ Range of industries and regions
▪ 135 interviews across 20 companies
▪ 11 industries▪ U.S. and Europe▪ Range of functions: ESG
professionals, human resources, environment, strategy, finance, and investor relations
▪ Tie ESG to value along 4 dimensions typically used by market: growth, return on capital, risk management, management quality
▪ Develop 10 best practices for designing strategic ESG programs
Initiative white paper, with analysis of ESG measurement issues and recommendations
CFO, Investor, ESG Professional McKinsey Quarterly survey
Company interviews and case studiesFramework for linking ESG activities to Value Creation
McKinsey & Company 17
NJE-262616.044-20090318-ashoHR1
Working Draft -
Last Modified 3/20/2009 7:02:13 AMPrinted
|
License to operate ▪ Facilitate uninterrupted operations and entry in new markets using local ESG efforts and community dialogue to engage citizens and reduce local resistance
Supply chain/security of supply
▪ Secure consistent, long term, and sustainable access to safe, high quality raw materials and products by engaging in community welfare and development
▪ Mitigate risks by complying with regulatory requirements, industry standards, and NGO demandsRegulatory risk
Reputational risk ▪ Avoid negative publicity and boycotts by addressing ESG issues
Workforce efficiency ▪ Reduce costs generated by employee attraction and turnover by using ESG to build morale ▪ Develop employees’ skills and increase productivity through participation in ESG activities
▪ Enable bottom line cost savings through environmental operations and practices (e.g., energy and water efficiency, less raw materials needed, etc.)
Operational efficiency
Reputation/Price premium ▪ Develop reputation on ESG that garners customers’ willingness to pay price increase or premium
▪ Gain access to new markets and market share through exposure from ESG programsNew markets
Reputation/differentiation ▪ Foster brand loyalty, reputation and goodwill with stakeholders by engaging with them on ESG programs
Innovation ▪ Develop cutting edge technology and innovative products and services for unmet social or environmental needs that could translate to business uses, patents, proprietary knowledge, etc.
New customers/market share ▪ Use ESG to engage consumers and build knowledge of expectations and behaviors
New products ▪ Create products to meet unmet social needs and increase differentiation
ILLUSTRATIVE
SOURCE: Team analysis
Leadership development ▪ Develop leadership skills and improve employee quality through ESG participation
Adaptability ▪ Build ability to adapt to changing political and social situations by engaging local communities
Long term strategic view ▪ Develop long term strategy encompassing ESG issues
Manage-ment quality
Risk manage-ment
Return on capital
Growth
CSR creates value along 4 business dimensions
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What are your “pain points” as an ESG practitioner?
Meeting the demands of existing metric systems
Getting adequate resources, traction and integration internally
Establishing and monitoring metrics to assess impact of program
Getting recognition from the market for effective ESG
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We examined a sample of ESG metrics, measurement, and rating systems1
Categories of ESG metrics, measurement and ratings systems Examples
Our sample
Indices developed by financial index companies
ESG Initiatives and learning networks
Reputation indices produced by media/ polling/PR firms
Rankings and data produced by SRI information providers
ESG-related standards
1 Analysis of ESG metrics systems based only on information publicly available on relevant websites
SOURCE: McKinsey Analysis
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1.7
0.7
1.9
1.1
0.7
1.5Captures opportunities
Distinguishes financially material issues
Avoids the problem of ‘noise’
Covers the full range of ESG issues
Financially quantifiable data
Sensitive to different types of companies
SOURCE: Team analysis
A major “pain point” is the existing metrics and indices that evaluate a company’s ESG programs, but do not take financial value into account
Average score of the range of metrics systems assessed against 6 criteriaPoints (score 0-3 points on each issue)
1
2
3
4
5
6
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How much do you think that ESG activities add to shareholder value?
Add between 2 and 5%
Add more than 5%
Don’t know
Add less than 2%
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1 Environmental, social, and governance2 Excluding any changes stemming from the current economic crisis
SOURCE: S. Bonini, N. Brun, and M. Rosenthal, “Valuing corporate social responsibility,” The McKinsey Quarterly, February 2009
Percentage of respondents
Effect of ESG programs on organization’s shareholder value in typical times2
Value add
Investors and CFOs also believe ESG¹ drives value
22
6
21
18
19
10
4
27
7
10
13
27
5
11
53
0
9
10
15
7
6>11
6-10
2-5
<2
No effect
Don’t know
Reduced value
▪ A large majority of ESG professionals think that ESG programs create value in the short and the long term
▪ CFOs and investors professionals are more likely than ESG professionals to see the long term benefit of these activities
Complementary findings from the survey
CFOs, n = 84
Investment professionals, n = 154
ESG professionals, n = 87
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Although many companies create value from ESG, very few assess the financial value creation and even fewer communicate that to the markets
Creating value Assessing valueCommunicati
ng value
Percent of companies interviewed = 100%
-40%-40%
-5%-5%
-40%-40%
-10%-10%
ESG program
Maximizing value from ESG Established
metrics to monitor program
Converting ESG metrics to financial value
Communicate ESG value to CFOs, investors
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|SOURCE: Team analysis
Pathway to value from ESG along four dimensions
Leadership development ▪ Develop leadership skills and improve employee quality through ESG participation
Adaptability ▪ Build ability to adapt to changing political and social situations by engaging local communities
Long-term strategic view▪ Develop long-term strategy encompassing ESG issues
License to operate ▪ Facilitate uninterrupted operations and entry in new markets using local ESG efforts and community dialogue to engage citizens and reduce local resistance
Supply chain/security of supply
▪ Secure consistent, long-term, and sustainable access to safe, high quality raw materials and products by engaging in community welfare and development
▪ Mitigate risks by complying with regulatory requirements, industry standards, and NGO demands
Regulatory risk
Reputational risk ▪ Avoid negative publicity and boycotts by addressing ESG issues
Workforce efficiency ▪ Reduce costs generated by employee attraction and turnover by using ESG to build morale
▪ Develop employees’ skills and increase productivity through participation in ESG activities
▪ Enable bottom line cost savings through environmental operations and practices (e.g., energy and water efficiency, less raw materials needed)
Operational efficiency
Reputation/price premium
▪ Develop reputation on ESG that garners customers’ willingness to pay price increase or premium
▪ Gain access to new markets and market share through exposure from ESG programsNew markets
Reputation/differentiation
▪ Foster brand loyalty, reputation and goodwill with stakeholders by engaging with them on ESG programs
Innovation ▪ Develop cutting edge technology and innovative products and services for unmet social or environmental needs that could translate to business uses, patents, proprietary knowledge, etc.
New customers/market share ▪ Use ESG to engage consumers and build knowledge of expectations and behaviors
New products ▪ Create products to meet unmet social needs and increase differentiation
Management quality
Risk management
Return on capital
Growth
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|SOURCE: Team analysis
4 dimensionsSub-dimensions Examples
▪ Invested $1 billion over 10 years to reduce its energy consumption and improve its efficiency and has saved $7 billion in last 5 years
Operational efficiencyReturn
on capital
▪ Engaged with local stakeholders and built trust with local communities by being responsive to community needs. Has allowed Intel to be proactive about managing concerns, avoiding zoning delays and fines, and benefiting from tax incentives
Reputational riskRisk
manage-ment
▪ Developed “Corporate Service Corps” to send emerging leaders to work pro bono in emerging markets to foster economic growth. Has led to improvements in five areas: global leadership skills, cultural intelligence and global awareness, employee retention and commitment to IBM, new knowledge and skill contribution to IBM, and intrapersonal growth
Leadership development Manage-
ment quality
▪ Novo Nordisk: Engaged in emerging economies like India, China, and Bangladesh to help build clinics, national diabetes programs, systematic education for doctors, nurses and patients, and comprehensive patient support initiatives. As a result, in China, Novo Nordisk has earned market leadership (e.g., market share above 70%)
▪ Verizon: Launched a new product for elderly and disabled to meet social needs of population. Has resulted in increased sales and 100,000 new customers
New customers/ market shareGrowth
Illustration of how companies can create value from ESG ILLUSTRATIVE
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Indirect impact
Direct financial impact
ESG programs can have direct and indirect financial impacts, depending on the business drivers they target
ILLUSTRATIVE
Trust & reputation
New geographical markets
Innovation
Human efficiency
Operational efficiency
Business driver
ESG program
Strengthen reputation, goodwill and loyalty with stakeholders
Facilitate markets entry
Expand the number of patents
Develop cutting edge technology/products
Enable bottom line costs saving
Improve talent attraction, morale and retention
Improve skills (e.g. leadership,…)
Effect on business driver
Favourability ratings evolution, # meetings with stakeholders
# and value of new markets entered through program
# and market value of new patents developed
# and value of new products developed and sold
Water, energy and raw materials uses reduction
Employee retention, Cost of training new employees
# employees with new skills from experience
Examples of metrics
Increase revenue through increased sales
Increase revenue from patents
Increase revenue through increased sales
Decrease cost of hiring and training new employees
Increase revenue per person
Increase revenue indirectly through goodwill
Decrease cost
Financial impact
SOURCE: McKinsey analysis
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Improved communication about the value of ESG activities is needed
21
31
32
36
33
44
62
32
23
41
24
24
38
55
36
23
42
19
28
56
54
Offering integrated corporate reporting(corporate financial + ESG programs data)
Integrating information on ESG programs’ financial value into corporate reports
Reporting data related to new markets or customers reach through ESG programs
Reporting data related to employees
Providing anecdotal evidence of how these programs create value
Using regular business terminology to communicate about such programs
Reporting data related to innovation
Percentage of respondents2, multiple choice answers
SOURCE: S. Bonini, N. Brun, M. Rosenthal, “Valuing corporate social responsibility”, McKinsey Quarterly, February 2009
Ways to improve the effectiveness of communication about the performance of ESG programs3
1 Environmental, social, and governance2 Respondents who answered “other”, “none of the above” or “don’t know” are not shown3 Excluding any changes stemming from current economic crisis
ESG1 professionals, n = 87
CFOs, n = 84
Investment professionals, n = 154
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▪ Growth▪ Return on
capital ▪ Risk
management▪ Management
quality
Pathway to value created by ESG programs
Industry issues
Stakeholder needs
Business drivers
MetricsCommunication
Creation of ESG Program
Meet stakeholder expectations and ensure their support in managing ESG opportunities while creating value for the company
Turn socio-political issues into ESG opportunities by meeting stakeholder needs and creating financial value along the business drivers
Impact business drivers and create financial value while meeting stakeholder and societal needs and turning them into ESG opportunities
Develop few relevant metrics
to capture the financial value of the program
Set clear message depending on the targeted audience and provide informa-tion that the audience is looking for
Design ESG program resulting from industry issues, stake-holders needs and business drivers
Pathway to value
SOURCE: McKinsey analysis
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Questions for discussion
▪ What are the biggest obstacles to integrating better metrics into ESG work?
▪ What are the direct benefits to the company of better metrics?
▪ How might using better metrics change what companies do on the ground in terms of project level impact of ESG?
▪ How can ESG professionals begin to apply a more financial mindset/language to the design, measurement, and communication of ESG programs?
▪ How can ESG practitioners facilitate conversations about the value of ESG activities within their own companies?
▪ How can ESG practitioners begin to create quantitative, financial metrics for ESG activities to allow for seamless communication between ESG professionals, CFOs and investors?
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Appendix
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BusinessFormal contract
Semi-formal contract
Frontierexpecta-tions
Society
Business operates within an overall social contract
Global trends
▪ Consumers and employees
▪ Globalization
ESG issues
▪ Environ-mental
▪ Social
▪ Governance
Growth and opportunity
License to operate
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Participants of the research
20 companies from across industries and geographies
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|SOURCE: Team analysis
We see 10 best practices for creating value from ESG
Utilize core competencies
Take a long-term perspective
Create opportunities and manage risks
Strategy
Organization
Implementation
Fundamentals
Ensure strong leadership support
Embed into the strategy, organization, and culture
Select appropriate partners
Set clear goals and manage like a business
Align with core business strategy
Identify and engage stakeholders
Address key issues facing the industry
Best practices
4
5
6
7
8
3
2
1
9
10
Examples
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CONFIDENTIAL
Frequently Used Template
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SystemsStaff
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Structure
Style
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BOX
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RING
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UPON 2
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CONTINUOUS
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CUTOUT
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PROPELLER
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STEP 5
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2 ON 1Unit of measure
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AGAINSTUnit of measure
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Text
Text Text Text
Text
AT WORKUnit of measure
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Text Text
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Text
Text
COUPLED VERTUnit of measure
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Text Text
Text Text
FOCUSEDUnit of measure
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New entrant
SuppliersIndustry competitors
Buyers
Substitutes
FORCES AT WORKUnit of measure
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Text
Text
Text
PARALLELUnit of measure
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Text
Text
Text
Text
SPLITUnit of measure
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Text
SURROUNDUnit of measure
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Text
Text
TWISTEDUnit of measure
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Text Text
UP & AWAYUnit of measure
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Text
Text
UP & DOWNUnit of measure
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The way managerscollectively behave with respect to useof time, attention,and symbolic actions
The people in the organization, consideredin terms of corporate demographics, not individual personalities
The organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integrated
Those ideas of what is right and desirable (in corporate and/or individual behavior) which are typical of the organization and common to most of its members
The processes and procedures through which things get donefrom day to day
A coherent setof actions aimedat gaining asustainableadvantage over competition Capabilities
possessed bythe organizationas a whole asdistinct from theindividuals. Some companies perform extraordinaryfeats withordinary people
Staff
Systems Style
SharedValues
Structure
SkillsStrategy
2S-5SUnit of measure
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Customer
Clients
Distributors
Competitors
Suppliers
3CS TRIANGLEUnit of measure
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316
Skills
Sharedvalues
Strategy
Staff
Structure
Systems
Style
A coherent set ofactions aimed at gaining a sustainable advantageover competition
The organization chart andaccompanying baggage that showwho reports to whom and how tasks are both divided up and integrated
The people in the organization,considered interms of corporatedemographics, notindividual personalities
The way managers collectively behave with respect to use of time, attention and symbolic actions
The processes and proceduresthrough which things get donefrom day-to-day
Those ideas of what is rightand desirable (in corporateand/or individual behavior)which are typical of theorganization and commonto most of its members
Capabilitiespossessed bythe organizationas a whole asdistinct fromthe individuals.Some companiesperform extraordinaryfeats with ordinary people
3S-4SUnit of measure
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Style
Structure
Staff
Strategy
Systems
Skills
Shared values
The way managers collectively behave with respect to use of time,attention and symbolic actions
Capabilities possessed by the organization as a whole as distinct from the individuals. Some companies perform extraordinary feats with ordinary people
Those ideas of what is right and desirable (in corporate and/or individual behavior)which are typical of theorganization and commonto most of its members
The processes and and procedures through which things get donefrom day-to-dayThe organization chart
and accompanying baggage that showwho reports to whom and how tasks are both divided up and integrated
The people in theorganization, considered in terms of corporate demographics, notindividual personalities
A coherent set of actions aimed at gaining a sustainable advantage over competition
7SUnit of measure
*Footnote
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Co
mp
etit
ive
po
siti
on
Lo
wM
ediu
mH
igh
Product/market attractiveness
Low Medium High
BUSS PORTFOLIOUnit of measure
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319
Change vision
Chief Executive
Leadership groups
Down the line
External constitution
Commitment
Conviction Courage
Capability
Individual activity
Enabling devices
CHANGE BOARDUnit of measure
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Delta P Delta P
Vision andLeadership
OrganizationalInfrastructure
PerformanceMeasurement
PeopleDevelopment
Communications
Problem SolvingProcess • Client managers
(particularly middle management) haveskill to lead programimplementation
• Change in actual behavior
• Action plans sufficient to achieve goals
• Agreement on objectives by line management
• Management of high-involvement process
• Implementation ornear implementationof required structureand systems
• Flow of 2-way communications• People’s understanding, belief
and contribution to act on vision and action plans
• Accurate measurementof action and results
• Clear accountabilities• Early wins
Visible demonstrationof new vision andvalues by clientleadership
DELTA PUnit of measure
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Nat
ural
ow
ner
Rel
ativ
e ab
ility
to e
xtra
ct v
alue
Low Medium
Value-creation potential in business unit
High
• Corporatecenter skills
• Business unit linkages
• Taxation/valuationdifferences
• Industry attractiveness• Competitive position• Restructuring/rationalization opportunities
“One
of t
he
pack
” Retain andgive toppriority
Retain andgive priority
Retain andmanage forcode orliquidate
Probablydivest
Divest Divest orliquidate
MACSUnit of measure
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Business Strategy
Manufacturing Strategy
ConfigurationSystems
ResearchFocus
LaborPolicy
ProductDesign
Makevs.Buy
Organization
ProcessDesign
MANUFACTURING STRATEGYUnit of measure
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Restructuring framework
1
5
4 3
2
PENTAGONUnit of measure
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324
Benefit
Price
Competitivedisadvantage
Competitiveadvantage
PRICE BENEFITUnit of measure
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325
Appraise performanceand prospects
Developstrategy
Redesignpivotal jobs
Design the skillbuilding process
Assess changereadiness
Top downaction programs
Bottom up action programs
1
2
4
5
6
7
8
3
SMILE CHARTUnit of measure
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3.
Create andpursue a unique
advantage 2.
Resegment the market to create a
niche
4.
Exploit uniqueadvantage
industrywide
1.Do more andbetter of the
same
When tocompete
STRAT GAMEBOARDUnit of measure
*Footnote
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Stage 1 Stage 2
Stage 3
Stage 4
Value system
Strategic manage-ment
Externally orientated planning
Forecast based planning
Budget planning
Meet budget and schedule
Predict the future
Think strategically
Create the future
STRAT MANAGEUnit of measure
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Selling margin
Contribution
Sales
Selling rateSalesAvailable selling time
Effectiveness
Contribution Available
selling time
Productivity
Contribution
Total selling costs
EfficiencyAvailable selling timeTotal selling costs
Utilization
Available selling time
Total sales time
Support intensity
Support costs
Total selling costs
Support leverage
Total sales time
Support costs
TREE PRODUCTIVITYUnit of measure
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329
Maximizeshareholder
value
Growthroughculturalinitiative
Redeployassets
Improve corebusiness
performance
Grow throughacquisition
and/or merger
Adopt soundfinancingapproach
VALUE CREATIONUnit of measure
*Footnote
Source: Source
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Real
Perceived
Client’s relative ability to extract value
Corporate center skills
Linkages between business units
Financial ownership fit
Industry restructure
Internal controller
Shared resources
Transfer of capability
Vertical integration
Differences in tax position
Existence of non-cases objectives
Inefficiencies in financial markets
Difference in valuation technique
VALUE SOURCESUnit of measure
*Footnote
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GANTT10
<##>
<##> <##> <##> <##> <##> <##> <##> <##> <##> <##>Header
Text
Unit of measure
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GANTT15
Header
Text
## ## ## ## ######################
##
Unit of measure
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Text Text
VENN 2Unit of measure
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Text Text
Text
VENN 3Unit of measure
*Footnote
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CONFIDENTIAL
Frequently Used Template
Data Driven
Template
June 2002
This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey & Company. This material was used by McKinsey & Company during an oral presentation; it is not a complete record of the discussion.
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0
50
100
150
200
250
300
350
1996 1997 1998 1999 2000 2001
Label 1
Label 2
Label 3
AREAUnit of measure
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50
40
30
20
10
Label 1
Label 2
Label 3
Label 4
Label 5
BARUnit of measure
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Unit of measure
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*Footnote
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50
40
30
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50
40
30
20
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Text
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Text
50
40
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Text
50
40
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20
10
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50
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30
20
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*Footnote
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50
40
30
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10
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Text
Unit of measure
Text
50
40
30
20
10
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Text
50
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30
20
10
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Text
50
40
30
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Text
50
40
30
20
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Text
50
40
30
20
10
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50
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20
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Unit of measure
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*Footnote
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Text
50
40
30
20
10
Label 1
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Label 3
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Text
50
40
30
20
10
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Text
50
40
30
20
10
Label 1
Label 2
Label 3
Label 4
Label 5
Text
50
40
30
20
10
Label 1
Label 2
Label 3
Label 4
Label 5
Text
50
40
30
20
10
Label 1
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Label 3
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Label 5
Unit of measure
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*Footnote
Source: Source
50
40
30
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Text Text
50
40
30
20
10
Unit of measure
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*Footnote
Source: Source
50
40
30
20
10
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Text Text Text
50
40
30
20
10
50
40
30
20
10
Unit of measure
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*Footnote
Source: Source
50
40
30
20
10
Label 1
Label 2
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Text Text Text Text
50
40
30
20
10
50
40
30
20
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50
40
30
20
10
Unit of measure
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*Footnote
Source:Source
50
40
30
20
10
Label 1
Label 2
Label 3
Label 4
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Text Text Text Text Text
50
40
30
20
10
50
40
30
20
10
50
40
30
20
10
50
40
30
20
10
Unit of measure
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EXHIBIT TITLE
*Footnote
Source:Source
TitleMeasure
80
70
60
50
40
30
20
10
Label
Label
Label
Label
Label
Label
Label
Label
Text
TitleMeasure
80
70
60
50
40
30
20
10
Label
Label
Label
Label
Label
Label
Label
Label
Text
TitleMeasure
80
70
60
50
40
30
20
10
Label
Label
Label
Label
Label
Label
Label
Label
Text
Unit of measure
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EXHIBIT TITLE
*Footnote
Source:Source
TitleMeasure
60
50
40
30
20
10
Label 1
Label 2
Label 3
Label 4
Label 5
Label 6
TitleMeasure
60
50
40
30
20
10
Label 1
Label 2
Label 3
Label 4
Label 5
Label 6
TitleMeasure
60
50
40
30
20
10
Label 1
Label 2
Label 3
Label 4
Label 5
Label 6
TitleMeasure
60
50
40
30
20
10
Label 1
Label 2
Label 3
Label 4
Label 5
Label 6
Unit of measure
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EXHIBIT TITLE
*Footnote
Source:Source
TitleMeasure
80
70
60
50
40
30
20
10
Label
Label
Label
Label
Label
Label
Label
Label
Text
TitleMeasure
80
70
60
50
40
30
20
10
Label
Label
Label
Label
Label
Label
Label
Label
Text
TitleMeasure
80
70
60
50
40
30
20
10
Label
Label
Label
Label
Label
Label
Label
Label
Text
TitleMeasure
80
70
60
50
40
30
20
10
Label
Label
Label
Label
Label
Label
Label
Label
Text
Unit of measure
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EXHIBIT TITLE
*Footnote
Source: Source
Text
20
30
40
50
60
Label 1
Label 2
Label 3
Label 4
Label 5
Text
20
30
40
50
60
Label 1
Label 2
Label 3
Label 4
Label 5
Unit of measure
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EXHIBIT TITLE
*Footnote
Source: Source
Text
30
40
50
60
Label 1
Label 2
Label 3
Label 4
Text
30
40
50
60
Label 1
Label 2
Label 3
Label 4
Text
30
40
50
60
Label 1
Label 2
Label 3
Label 4
Unit of measure
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EXHIBIT TITLE
*Footnote
Source:Source
30
40
50
60
Label 1
Label 2
Label 3
Label 4
Text
30
40
50
60
Label 1
Label 2
Label 3
Label 4
Text
30
40
50
60
Label 1
Label 2
Label 3
Label 4
Text
30
40
50
60
Label 1
Label 2
Label 3
Label 4
Text
Unit of measure
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EXHIBIT TITLE
*Footnote
Source: Source
TitleMeasure
20
30
40
50
60
Label 1
Label 2
Label 3
Label 4
Label 5
TitleMeasure
20
30
40
50
60
Label 1
Label 2
Label 3
Label 4
Label 5
Unit of measure
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EXHIBIT TITLE
*Footnote
Source:Source
TitleMeasure
20
30
40
50
Label 1
Label 2
Label 3
Label 4
Text
TitleMeasure
20
30
40
50
Label 1
Label 2
Label 3
Label 4
Text
TitleMeasure
20
30
40
50
Label 1
Label 2
Label 3
Label 4
Text
Unit of measure
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EXHIBIT TITLE
*Footnote
Source:Source
TitleMeasure TitleMeasure
20
30
40
50
La
be
l 1
La
be
l 2
La
be
l 3
La
be
l 4
Text
TitleMeasure TitleMeasure
20
30
40
50L
ab
el 1
La
be
l 2
La
be
l 3
La
be
l 4
Text
TitleMeasure TitleMeasure
20
30
40
50
La
be
l 1
La
be
l 2
La
be
l 3
La
be
l 4
Text
TitleMeasure TitleMeasure
20
30
40
50
La
be
l 1
La
be
l 2
La
be
l 3
La
be
l 4
Text
Unit of measure
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EXHIBIT TITLE
*Footnote
Source:Source
TitleMeasure
2030
4050
6070
8090
Text Text Text Text Text Text Text Text
TitleMeasure
2030
4050
6070
8090
Text Text Text Text Text Text Text Text
TitleMeasure
2030
4050
6070
8090
Text Text Text Text Text Text Text Text
TitleMeasure
2030
4050
6070
8090
Text Text Text Text Text Text Text Text
Unit of measure
![Page 491: Power Point Template](https://reader037.vdocument.in/reader037/viewer/2022102716/547cbeddb4af9f8a348b4589/html5/thumbnails/491.jpg)
Unit of measure
*Footnote
Source:Source
Title (Measure)
Title (Measure)
Title (Measure)
Title (Measure)
2030 40 50 60 70
80 90
Text Text Text Text Text Text Text Text
2030 40 50 60 70
80 90
Text Text Text Text Text Text Text Text
2030 40 50 60 70
80 90
Text Text Text Text Text Text Text Text
2030 40 50 60 70
80 90
Text Text Text Text Text Text Text Text
2030
4050
6070
8090
Text Text Text Text Text Text Text Text
Title Measure
![Page 492: Power Point Template](https://reader037.vdocument.in/reader037/viewer/2022102716/547cbeddb4af9f8a348b4589/html5/thumbnails/492.jpg)
Unit of measure
*Footnote
Source:Source
Title (Measure)
20 30 40 50 60 70
Text Text Text Text Text Text
Title (Measure)
20 30 40 50 60 70
Text Text Text Text Text Text
Title (Measure)
20 30 40 50 60 70
Text Text Text Text Text Text
Title (Measure)
2030
4050
6070
Text Text Text Text Text TextTitle (Measure)
2030
4050
6070
Text Text Text Text Text Text
Title (Measure)
20 30 40 50 60 70
Text Text Text Text Text Text
Title (Measure)
20 30 40 50 60 70
Text Text Text Text Text Text
Title (Measure)
20 30 40 50 60 70
Text Text Text Text Text Text
Title (Measure)
2030
4050
6070
Text Text Text Text Text Text
![Page 493: Power Point Template](https://reader037.vdocument.in/reader037/viewer/2022102716/547cbeddb4af9f8a348b4589/html5/thumbnails/493.jpg)
6.9 -0.2 2.3
23.943.3
98 99 00 01 02
25.932.4 28.8 27.1 21.5
98 99 00 01 02
13.8 18.3 23.415.6 15.7
98 99 00 01 02
62 6043 30 27
98 99 00 01 02
27.820.5
9.3 8.4 9.7
98 99 00 01 02
15.6 13.7 11.4 9.7 10.6
98 99 00 01 02
7.9 7.5 8.0
-5.0 -4.2
98 99 00 01 02
1.9-1.5
-4.0 -5.2 -4.7
98 99 00 01 02
93.8 98.4 96.1 87.7 85.3
98 99 00 01 02
9.9 2.5 1.8
37.0 50.4
98 99 00 01 02
6.11.5 0.8
11.2 13.6
98 99 00 01 02
0.1 0.1
3.1
1.1 1.1
98 99 00 01 02
6.9 -0.2 2.325.9
48.2
98 99 00 01 02
0.30
1.10
-0.260.30 0.04
98 99 00 01 02
0.0 0.0 0.0 0.0 0.0
98 99 00 01 02
2.0 2.02.6
1.8 1.7
98 99 00 01 02
5.512.1
18.813.7 13.5
98 99 00 01 02
ROIC TREE ANALYSISPercent
Title
Title
Title
Title Title
Title
Title
Title
Title
Title
Title Title
Title
Title
Title
Title
Title
![Page 494: Power Point Template](https://reader037.vdocument.in/reader037/viewer/2022102716/547cbeddb4af9f8a348b4589/html5/thumbnails/494.jpg)
EXHIBIT TITLE
*Footnote
Source: Source
Text
30 35 4050
60
3035
40 20
202015
1020
1020 15 10 10 10
Series
Series
Series
Series
100%=
Label 1
Label 2
Label 3
Label 4
Label 5
000 000 000 000000
Text
30 35 4050
60
3035
40 20
202015
1020
1020 15 10 10 10
Series
Series
Series
Series
100%=
Label 1
Label 2
Label 3
Label 4
Label 5
000 000 000 000000
Unit of measure
![Page 495: Power Point Template](https://reader037.vdocument.in/reader037/viewer/2022102716/547cbeddb4af9f8a348b4589/html5/thumbnails/495.jpg)
EXHIBIT TITLE
*Footnote
Source:Source
Unit of measure
30 35 4050
60
30
35
40 20
2020
15
1020
1020 15 10 10 10
Series
Series
Series
Series
100%=
Label 1
Label 2
Label 3
Label 4
Label 5
000 000 000 000000
Text
30 35 4050
60
30
35
40 20
2020
15
1020
1020 15 10 10 10
Series
Series
Series
Series
100%=
Label 1
Label 2
Label 3
Label 4
Label 5
000 000 000 000000
Text
30 35 4050
60
30
35
40 20
2020
15
1020
1020 15 10 10 10
Series
Series
Series
Series
100%=
Label 1
Label 2
Label 3
Label 4
Label 5
000 000 000 000000
Text
![Page 496: Power Point Template](https://reader037.vdocument.in/reader037/viewer/2022102716/547cbeddb4af9f8a348b4589/html5/thumbnails/496.jpg)
EXHIBIT TITLE
*Footnote
Source:Source
TitleMeasure
30 35 40 50 60 60 60 60
3035
40 2020 20 20 2020
1510 20 10 10 10 1020 15 10 10 10 10 10 10
Series
Series
Series
Series
100%=
Text
000 000 000 000000 000 000 000
Text Text Text Text Text Text Text
TitleMeasure
30 35 40 50 60 60 60 60
3035
40 2020 20 20 2020
1510 20 10 10 10 1020 15 10 10 10 10 10 10
Series
Series
Series
Series
100%=
Text
000 000 000 000000 000 000 000
Text Text Text Text Text Text Text
TitleMeasure
30 35 40 50 60 60 60 60
3035
40 2020 20 20 2020
1510 20 10 10 10 1020 15 10 10 10 10 10 10
Series
Series
Series
Series
100%=
Text
000 000 000 000000 000 000 000
Text Text Text Text Text Text Text
TitleMeasure
30 35 40 50 60 60 60 60
3035
40 2020 20 20 2020
1510 20 10 10 10 1020 15 10 10 10 10 10 10
Series
Series
Series
Series
100%=
Text
000 000 000 000000 000 000 000
Text Text Text Text Text Text Text
Unit of measure
![Page 497: Power Point Template](https://reader037.vdocument.in/reader037/viewer/2022102716/547cbeddb4af9f8a348b4589/html5/thumbnails/497.jpg)
Unit of measure
*Footnote
Source: Source
TitleMeasure
45
20
15
10
10
Label 1
Label 2
Label 3
Label 4
Label 5
100% = xxxx
TitleMeasure
45
20
15
10
10
Label 1
Label 2
Label 3
Label 4
Label 5
100% = xxxx
![Page 498: Power Point Template](https://reader037.vdocument.in/reader037/viewer/2022102716/547cbeddb4af9f8a348b4589/html5/thumbnails/498.jpg)
Unit of measure
*Footnote
Source:Source
45
20
15
1010
Label 1
Label 2
Label 3
Label 4
Label 5
100% = xxxx
TitleMeasure
45
20
15
1010
Label 1
Label 2
Label 3
Label 4
Label 5
100% = xxxx
TitleMeasure
45
20
15
1010
Label 1
Label 2
Label 3
Label 4
Label 5
100% = xxxx
TitleMeasure
![Page 499: Power Point Template](https://reader037.vdocument.in/reader037/viewer/2022102716/547cbeddb4af9f8a348b4589/html5/thumbnails/499.jpg)
Unit of measure
*Footnote
Source:Source
45
20
15
1010
Label 1
Label 2
Label 3
Label 4
Label 5
100% = xxxx
TitleMeasure
45
20
15
1010
Label 1
Label 2
Label 3
Label 4
Label 5
100% = xxxx
TitleMeasure
45
20
15
1010
Label 1
Label 2
Label 3
Label 4
Label 5
100% = xxxx
TitleMeasure
45
20
15
1010
Label 1
Label 2
Label 3
Label 4
Label 5
100% = xxxx
TitleMeasure
![Page 500: Power Point Template](https://reader037.vdocument.in/reader037/viewer/2022102716/547cbeddb4af9f8a348b4589/html5/thumbnails/500.jpg)
Unit of measure
*Footnote
Source: Source
TitleMeasure
120 130165 175 180
245267
250278
298
89
230
0
50
100
150
200
250
300
350
1990 91 92 93 94 1995
TitleMeasure
120 130165 175 180
245267
250278
298
89
230
0
50
100
150
200
250
300
350
1990 91 92 93 94 1995
![Page 501: Power Point Template](https://reader037.vdocument.in/reader037/viewer/2022102716/547cbeddb4af9f8a348b4589/html5/thumbnails/501.jpg)
Unit of measure
*Footnote
Source:Source
120 130
165 175 180
245267
250278
298
89
230
0
50
100
150
200
250
300
350
1990 91 92 93 94 1995
TitleMeasure
120 130
165 175 180
245267
250278
298
89
230
0
50
100
150
200
250
300
350
1990 91 92 93 94 1995
TitleMeasure
120 130
165 175 180
245267
250278
298
89
230
0
50
100
150
200
250
300
350
1990 91 92 93 94 1995
TitleMeasure
![Page 502: Power Point Template](https://reader037.vdocument.in/reader037/viewer/2022102716/547cbeddb4af9f8a348b4589/html5/thumbnails/502.jpg)
Unit of measure
*Footnote
Source:Source
TitleMeasure
120 130165 175 180 195
220
245267 250
278 298 300325
89
230
050
100150200250300350
1990 1991 1992 1993 1994 1995 1996 1997
TitleMeasure
120 130165 175 180 195
220
245267 250
278 298 300325
89
230
050
100150200250300350
1990 1991 1992 1993 1994 1995 1996 1997
TitleMeasure
120 130165 175 180 195
220
245267 250
278 298 300325
89
230
050
100150200250300350
1990 1991 1992 1993 1994 1995 1996 1997
TitleMeasure
120 130165 175 180 195
220
245267 250
278 298 300325
89
230
050
100150200250300350
1990 1991 1992 1993 1994 1995 1996 1997
![Page 503: Power Point Template](https://reader037.vdocument.in/reader037/viewer/2022102716/547cbeddb4af9f8a348b4589/html5/thumbnails/503.jpg)
Unit of measure
*Footnote
Source:Source
TitleMeasure
120 130165 175 180 195
220
245267 250
278 298 300325
89
230
050
100150200250300350
1990 1991 1992 1993 1994 1995 1996 1997
Text
TitleMeasure
120 130165 175 180 195
220
245267 250
278 298 300325
89
230
050
100150200250300350
1990 1991 1992 1993 1994 1995 1996 1997
![Page 504: Power Point Template](https://reader037.vdocument.in/reader037/viewer/2022102716/547cbeddb4af9f8a348b4589/html5/thumbnails/504.jpg)
Unit of measure
*Footnote
Source:Source
TitleMeasure
120 130165 175 180 195 220
245 267 250 278 298 300 325
89
230
0
100
200
300
400
1990 1991 1992 1993 1994 1995 1996 1997
TitleMeasure
120 130165 175 180 195 220
245 267 250 278 298 300 325
89
230
0
100
200
300
400
1990 1991 1992 1993 1994 1995 1996 1997
TitleMeasure
120 130165 175 180 195 220
245 267 250 278 298 300 325
89
230
0
100
200
300
400
1990 1991 1992 1993 1994 1995 1996 1997
TitleMeasure
120 130165 175 180 195
220
245267 250
278298 300
325
89
230
0
50
100
150
200
250
300
350
1990 1991 1992 1993 1994 1995 1996 1997
![Page 505: Power Point Template](https://reader037.vdocument.in/reader037/viewer/2022102716/547cbeddb4af9f8a348b4589/html5/thumbnails/505.jpg)
Unit of measure
*Footnote
Source:Source
Title (Measure)
165 175 180 195 220
245 267 250 278 298 300 325
13012089
230
0100200300400
1990 1991 1992 1993 1994 1995 1996 1997
TitleMeasure
120 130165 175 180 195
220
245267 250
278298 300
325
89
230
0
50
100
150
200
250
300
350
1990 1991 1992 1993 1994 1995 1996 1997
Title (Measure)
165 175 180 195 220
245 267 250 278 298 300 325
13012089
230
0100200300400
1990 1991 1992 1993 1994 1995 1996 1997
Title (Measure)
165 175 180 195 220
245 267 250 278 298 300 325
13012089
230
0100200300400
1990 1991 1992 1993 1994 1995 1996 1997
Title (Measure)
165 175 180 195 220
245 267 250 278 298 300 325
13012089
230
0100200300400
1990 1991 1992 1993 1994 1995 1996 1997
![Page 506: Power Point Template](https://reader037.vdocument.in/reader037/viewer/2022102716/547cbeddb4af9f8a348b4589/html5/thumbnails/506.jpg)
STICKER AND OTHERS
EXAMPLE
ESTIMATE
PROPOSED
CONCEPTUAL
PRELIMINARY
ROUGH ESTIMATE
TO BE COMPLETED
ONLY FOR DISCUSSION
WORK IN PROGRESS
BACK UP REVISED
TENTATIVE
HYPOTHESIS
ILLUSTRATIVE
CONFIDENTIAL
VERY PRELIMINARY
STICKER AUTOMAKER
EXAMPLE
ESTIMATE
PROPOSED CONCEPTUAL
PRELIMINARY
ROUGH ESTIMATE
TO BE COMPLETED
ONLY FOR DISCUSSION
WORK IN PROGRESS
BACK UP REVISED
TENTATIVE HYPOTHESIS
ILLUSTRATIVE
CONFIDENTIAL
VERY PRELIMINARY
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HighMediumLow
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STICKER AND OTHERS
Text Text
Text
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MAPS
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APPENDIX
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