uponor's capital markets day 2013 2013... · 2017. 12. 29. · uponor's capital markets...
TRANSCRIPT
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Uponor's Capital Markets Day 2013
13.00 Strategic update Jyri Luomakoski, President and CEO
Sustainability driving Uponor’s business and systems development David Harget, CSR Manager, Uponor Group
Uponor’s 30 years in America 1984–2014: How far have we come? Bill Gray, President, Uponor North America
15.00 Break
15.30 Uponor Infra – a new start Sebastian Bondestam, President, Uponor Infra
Building Solutions – Europe – How to be successful in a flat market? Heiko Folgmann, EVP, Sales and Marketing, Building Solutions – Europe
Q&A
17.00 Refreshments and free discussion
Vantaa, Finland
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Strategic update
Jyri Luomakoski President and CEO, Uponor Corporation
11 December 2013
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Presentation outline
• Markets • Strategy • Long-term financial targets • In summary • Appendices
Jyri Luomakoski Strategic update 3
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Markets
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Building and construction trends 2005–2012
Source: Euroconstruct, US Census Bureau, CMHC, Rosstat
2012 residential housing completions were down 42% from their peak (North America, Western Europe, & major Eastern European countries)
Jyri Luomakoski Strategic update 5
-42%
0
1 000
2 000
3 000
4 000
5 000
6 000
2005 2006 2007 2008 2009 2010 2011 2012
thou
san
ds
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New Normal established
Jyri Luomakoski
• Volume of new residential construction has entered a new level
- no imminent change for the better in sight
• Renovation spend has remained resilient and fairly stable, thus its relative share has grown
• Non-residential construction has been impacted by the weak economic cycle, interest rates and public sector stimuli and austerity measures
• Tight public sector finances keep constraining infrastructure-related expenditure thus increasing the renovation deficit
Strategic update 6
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Business environment
Jyri Luomakoski
Industry dynamics - No bigger consolidation in the industry
despite expectations - Ownership changes of some existing
key players Distributors • Strongest distributors have continued to
grow organically and inorganically - This trend has not been adverse for the
leading brands • Buying behaviour of distributors volatile –
despite volume reduction since 2007, no material reduction in the number of order lines, thus putting pressure on warehousing and logistics performance
• Caution in inventory management
Strategic update 7
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Economy: Europe has begun a fragile recovery • After six consecutive quarters of
contraction, the Euro Area exited recession in Q2 2013
• Some key markets will continue to shrink during 2013
• In 2014, the economies in the north are expected to expand, while the economies in the south will remain essentially flat
Source: IMF, October 2013
Less than 0
Between 0 and 1
Between 1 and 2
Between 2 and 4
2013 GDP growth forecasts (%)
2014 GDP growth forecasts (%)
0 to 1
Jyri Luomakoski Strategic update 8
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Construction: Expected to mirror economic growth in 2014 • The non-residential segment will
continue to be a drag on construction, while the outlook for the residential segment is more encouraging
• Construction activity in the south may continue to contract in some countries, but the rate of decline should slow
Source: Euroconstruct 11/2013, VTT, Uponor estimates
Jyri Luomakoski Strategic update 9
Less than 0
Between 0 and 1
Between 1 and 2
Between 2 and 4
2013 building construction growth forecast (%)
2014 building construction growth forecast (%)
0 to 1
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Infrastructure: The outlook in the Nordics is generally positive • Activity in Denmark is expected to
recover, while activity in Norway and Sweden will continue at healthy levels
• Austerity measures and lack of consumer confidence in Finland will continue to limit investment
= Municipal
= Residential
= Non-residential
2014 growth forecasts (%)
0 to 1
Source: Euroconstruct 11/2013
Jyri Luomakoski Strategic update 10
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The housing recovery continues in the U.S. • While non-residential
investment is also set to grow, it is the residential construction market that will exhibit the strongest performance
• Both Canada and the U.S. should see growth in 2014
Source: Reed, FMI, TD Economics
Jyri Luomakoski Strategic update 11
Less than 0
Between 0 and 1
Between 1 and 2
Between 2 and 4
2013 GDP growth forecasts (%)
2014 GDP growth forecasts (%)
0 to 1
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0
2
4
6
8
10
12
Residential construction activity in the U.S. is still clearly below normal levels
Average = 6.2
United States housing starts (per 1,000 inhabitants)
Source: U.S. Census Bureau
Jyri Luomakoski Strategic update 12
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Strategy
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Historic milestones of the Uponor strategy
Jyri Luomakoski
1965–1988 • The company’s origins were in the
infrastructure business • Growth by acquisitions • Multi-brand multi-channel paved the way for
building solutions growth in the 1990s • Biggest plastic pipe supplier in the Nordics >
Europe > globally
First decade of the 2000s • Era of consolidation
– Focus on the Nordic markets in terms of infrastructure solutions
– Building solutions targets to achieve global business growth • Brand consolidation • Driving value through operational excellence
– ERP, offering harmonisation
Strategic update 14
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Changes implemented within Uponor in 2009–2013
Jyri Luomakoski
Entry into the Project business • In the New Normal, the traditional markets do not offer a basis for growth and
capacity remains underutilised • Increasing regulation and a need for greener building is creating complexity • Addressing more complex residential and non-residential building construction
opportunities required business model innovation • The 2010-11 acquisitions in the UK and Germany gave access into this market
sector and complemented the offering
Infrastructure solutions joint venture – Uponor Infra • A cost-competitive player mainly active in North Europe
In the absence of market growth, Uponor’s focus has been on improving profitability through cost efficiency
Transfer from local area organisations to a continental segment organisation driving harmonisation, synergies and agility
Strategic update 15
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Uponor’s vision and mission
Jyri Luomakoski
Our key ambitions are anchored in our vision and mission statements
Vision &
mission
Throughout the world, our solutions enrich people’s way of life
Partnering with professionals to create better human environments
Strategic update 16
Our vision
Our mission
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Health and comfort
Renovation, prefabrication and lifestyle
Green building,
water quality and water
management
Geographical expansion
Growing and aging
population Urbanisation
Energy demand and climate
change
Globalisation and developing
markets
Global megatrends drive strategy and innovation
Jyri Luomakoski Strategic update 17
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Where we aim to be in 2016
Jyri Luomakoski
Leading brand in plumbing and indoor climate
solutions in Europe
Leading infrastructure and extrusion technology
supplier
Brand standard for PEX systems
in the commercial and residential sectors in North
America
Strategic update 18
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Segment-based approach
Jyri Luomakoski
Uponor’s businesses are facing different situations, therefore the path forward needs to be tailored and driven by the segments
Strategic update 19
• Integrate • Consolidate • Improve profitability
Uponor Infra
• Penetrate commercial • Grow with residential • Keep up with the market share with innovation • Improve profits
Building Solutions – North America
• Harmonise • Innovate • Improve profitability
Building Solutions – Europe
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Common denominators shared by the segments
Jyri Luomakoski Strategic update 20
Uponor Infra Building Solutions – Europe
Building Solutions – North America
K e y a c c o u n t m a n a g e m e n t
D i s t r i b u t i o n c h a n n e l
B r a n d , v a l u e s , v i s i o n , m i s s i o n
T e c h n o l o g y p l a t f o r m s
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Long-term financial targets
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Long-term financial targets
Since 12 Feb. 2013
Jyri Luomakoski
Organic net sales growth to exceed annual GDP growth* by 3 ppts * GDP growth based on a weighted average growth in the top 10 countries
EBIT margin to exceed 10%
ROI to exceed 20%
Dividend pay-out to be at least 50% of annual earnings (considering the gearing target)
Gearing to stay within 30 to 70 as an annual average of the quarters
• Help develop Uponor globally in a manner that secures faster than average industry growth and funding for future initiatives
• Based on earlier criteria, now reflecting the ‘new normal’ business landscape
• The emphasis is on growth, which is clearly influenced by the flat outlook of European building markets
Strategic update 22
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12,7% 13,2% 13,0%
5,4% 5,6% 7,0%
4,4%
7,1% 7,5%
0,0 %
2,0 %
4,0 %
6,0 %
8,0 %
10,0 %
12,0 %
14,0 %
16,0 %
0,0%
2,0%
4,0%
6,0%
8,0%
10,0%
12,0%
14,0%
16,0%
2005 2006 2007 2008 2009 2010 2011 2012 Last 4quarters
Operating profit margin Long-term target
Operating profit performance vs. long-term target
Jyri Luomakoski
Ons
et o
f th
e gl
obal
fin
anci
al c
risi
s
Strategic update 23
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In summary
Jyri Luomakoski
• We are in the New Normal – customer demand and volumes are expected to develop moderately
• Uponor is continuing on its chosen path, following the evolution whose foundations were laid in the early 2000s
• The steps taken to strengthen the company strategically and operations wise in the past few years are starting to yield benefits
• Global megatrends related to our core businesses in building and infrastructure construction and sustainability are supporting our endeavours
Strategic update 24
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The text may contain forward-looking statements, which are based on the present business scope and the management’s present expectations and beliefs about the future. The actual result may differ
materially from such statements.
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Appendices
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0%
20%
40%
60%
80%
100%
120%
140%
Construction activity in the south of Europe continues to be significantly lower than average
93 / 109 = 85% of long-term average
Source: Eurostat
93
July 2013 building construction relative to 13-year average
Average = 109
Jyri Luomakoski Strategic update 27
80859095
100105110115120125130
Jan/
00Apr
/01
Jul/
02O
ct/0
3Ja
n/05
Apr
/06
Jul/
07O
ct/0
8Ja
n/10
Apr
/11
Jul/
12
Index of building construction activity
(EU-15, seasonally adjusted)
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0%
20%
40%
60%
80%
100%
120%
140%
June 2013 residential permit levels vs. long-term average
Only Norway is experiencing residential activity that is significantly above average
85 / 200 = 42% of long-term average
Source: Eurostat
85
Residential building permit index (Euro area, seasonally adjusted)
Average = 200
Jyri Luomakoski Strategic update 28
0,00
50,00
100,00
150,00
200,00
250,00
300,00
350,00
400,00
Jan/
95D
ec/9
6N
ov/9
8O
ct/0
0Sep
/02
Aug
/04
Jul/
06Ju
n/08
May
/10
Apr
/12
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How does the current level of construction activity vary across countries?
Source: Euroconstruct 11/2013
Average = €1,250
Jyri Luomakoski Strategic update 29
Per capita spending on residential construction, 2013
0
500
1 000
1 500
2 000
2 500
3 000
3 500
4 000
€
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56% of all European spending on building construction is for renovation
Source: Euroconstruct 11/2013
Jyri Luomakoski Strategic update 30
0%
10%
20%
30%
40%
50%
60%
70%
80%
Share of renovation in building construction (%)
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The North American economy will continue its modest recovery
• The baseline scenario in both Canada and the USA is for continued, modest growth
• However, financial and legislative uncertainties influence the credibility of the outlook
Source: IMF, October 2013
Jyri Luomakoski Strategic update 31
Less than 0
Between 0 and 1
Between 1 and 2
Between 2 and 4
2013 GDP growth forecasts (%)
2014 GDP growth forecasts (%)
0 to 1
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Sustainability driving Uponor’s business and systems
development
Ilari Aho, VP New Business Development & CSR David Harget, CSR Manager
Uponor Group 11 Dec. 2013
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Presentation outline
• Sustainability as business driver – Our definition • Business case for sustainable building • Sustainability driving Uponor’s business and
offering development • In summary
Ilari Aho, David Harget Sustainability driving Uponor’s business and systems development 33
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Framework for a sustainable built environment
Environmental sustainability
Social sustainability
Economic sustainability
Energy and resource efficiency Minimised emissions and waste
Longevity, adaptability and flexibility
Health, comfort and security Social and cultural diversity and stimuli
Access to and availability of services
Long-term value retention and yield Productivity for end users and society
Ilari Aho, David Harget Sustainability driving Uponor’s business and systems development 34
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What do we understand by sustainability in our business?
Ilari Aho, David Harget Sustainability driving Uponor’s business and systems development 35
health, productivity; flexibility, durability; reliable access to clean water and sanitation;
preserved natural environments
benefits common to us, our employees,
customers, partners, stakeholders and the
society
long-term prosperity; reduced vulnerability
and dependency; durable solutions and
partnerships
balanced financial, social and environmental
performance; transparency
We are committed to
Creating
Better Human Environments
And to delivering
Shared Sustained Success
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Business benefits and costs of green building
• Sales price premium of up to 30% for certified green building over non-certified in the same market area
• Rental premium of up to 25% compared to conventional code-compliant buildings
• Occupancy rate increase of up to 23% • Productivity increase and performance improvement in tasks of up to 26% • Lower risk for increased operative costs, unanticipated asset value
reduction, etc. • Reduced exposure to changes in the price of energy and other commodities
Increased construction costs • Actual increase in costs from 0 to 12.5%
– Examples exist where initial costs have actually decreased
• Professionals expect cost increases up to 30% – Expectation gap slows market uptake, but implies a
large market potential
CO
STS
BEN
EFIT
S
Source: World Green Building Council, Business Case for Green Building
Ilari Aho, David Harget Sustainability driving Uponor’s business and systems development 36
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Energy efficiency and savings as key investment and business drivers Property sector executive opinion • 63% consider energy usage as a major factor in investment decisions • 69% use energy efficiency as a risk management tool • 50% invest in improving HVAC systems for energy efficiency • 26% deliberately exceed government-mandated energy efficiency standards
Source: Energy efficiency and energy savings. A view from the building sector. Survey of 400+ senior executives from residential real estate, building construction, commercial real estate and industrial real estate sectors in US, Europe, India and China, commissioned by the Global Buildings Performance Network
Ilari Aho, David Harget Sustainability driving Uponor’s business and systems development 37
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Policy and regulatory drivers
EU roadmap towards a competitive low carbon economy in 2050 The built environment: • intelligent low- or zero-energy buildings • refurbishment of the existing building stock, in particular financing the necessary investments • shifting energy consumption towards low carbon and renewable sources, on site or through
district level systems Investments in energy-saving building components and equipment need to increase by up to €200 billion
http://ec.europa.eu/clima/policies/roadmap/index_en.htm
Emissions from the Residential and Tertiary sectors are to be reduced by a factor of 5
while living standards, service levels and average space per person are expected to increase Major technological leap and
a move towards performance based business models are anticipated
Ilari Aho, David Harget Sustainability driving Uponor’s business and systems development 38
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Market development projections
Green Building in the North American residential market is expected to outperform the general construction market, even if details between projections vary
Ilari Aho, David Harget Sustainability driving Uponor’s business and systems development 39
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Client and market demand seen as main drivers for Green Building • Policy and regulation main driving forces only in a minority of
construction markets
• Consumer awareness, corporate customer commitment to sustainability and operational cost benefits are generally seen as the main drivers
USA Europe Top reason Client demand Client demand 41% 39% Second Corporate commitments Market demand 32% 37% Third Market demand and lower operating costs Branding/Public relations 30% 34%
Top three triggers driving future Green Building activity
Source: McGraw-Hill Construction, 2013
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Sustainability impacts business models and the value chain
Concept and planning Design Construction Buildings
in use
Design services and support, designer training
Logistics planning and delivery services
Installation support, installer training
Concept solutions in cooperation with developer & designer
Optimising performance Ensuring performance
• Drives changes in business models and the construction value chain
• Emphasises the importance of pre- and after-sales services
Ilari Aho, David Harget Sustainability driving Uponor’s business and systems development 41
Evaluation, feedback,
development
Partnering with professionals
Maintenance support tools & information
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Environmental sustainability
Social sustainability
Economic sustainability
Sustainability drivers for Uponor’s system and product development
Energy efficiency
Health and comfort for end users
Maintenance free
Raw material efficiency through
longevity
Water conservation and
elimination of leaks
Long service life
Reduced operational costs
Local sewage treatment
Utilisation of free and renewable
energy sources
Intuitive and easy to use
Ilari Aho, David Harget Sustainability driving Uponor’s business and systems development 42
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Radiant heating and cooling at Uponor HQ - Plaza Loiste Key Facts • First BREEAM Very Good certified office
complex in Finland, Energy Class A
• 7,240 m² office space
• 6 office floors, of which 2 for Uponor:
• Underfloor heating/cooling, ceiling cooling, free ground coupled cooling
• Architect: Forma-Futura Oy Developer: NCC Property Development HVAC design: Optiplan Oy, Uponor
Ilari Aho, David Harget Sustainability driving Uponor’s business and systems development 43
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Ilari Aho, David Harget Sustainability driving Uponor’s business and systems development 44
BOILER ROOM • Connections to district heating and
boreholes
FREE COOLING 11 boreholes with Uponor G12
providing free cooling to the Uponor floors
ENTRANCE AREA Snow and ice
melting
UPONOR FLOORS 6-7 • Underfloor heating
and cooling with free cooling from boreholes
• Ceiling cooling for peak demand
• Air circulation chillers for peak demand in
meeting rooms
VENTILATION MACHINERY ROOM • Mechanical supply/
exhaust with high efficiency heat
recovery • Water chillers with
free cooling bypass option for peak cooling demand
FLOORS 1-5 • Underfloor heating
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Uponor HQ environmental performance - Free cooling for energy efficiency
Energy production of the borehole cooling system is designed and operated to exceed the monthly demand
Simulated energy production* of the borehole field Cooling energy demand of the building
Mon
th
Ilari Aho, David Harget Sustainability driving Uponor’s business and systems development 45
Free cooling energy from the boreholes covers the cooling demand of the Uponor offices Purchased cooling energy need eliminated on an annual basis Monitoring programme established from the cooling season 2014 onwards
Anna Forsström: G-12 ENERGIANKERUUPUTKIEN KÄYTTÖ MAAVIILEÄN KERUUSSA Opinnäytetyö, Ympäristöteknologia, YAMK ,Toukokuu 2013
kWh/month
*) Energy generation designed to match demand
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Environmental performance of the Uponor offering LCA* comparison of PEX and copper drinking water systems PEX system outperforms copper in all environmental performance categories, even if copper is assumed to be almost 100% recycled Carried out by VITO (Belgium)
*) Life Cycle Assessment based on the functional unit of installed tap water system for an apartment
Ilari Aho, David Harget Sustainability driving Uponor’s business and systems development 46
0
20
40
60
80
100
120
Abiotic depletion Acidification Eutrophication Global warming Ozone layerdepletion
Photochemicaloxidation
Copper PEX
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Ilari Aho, David Harget Sustainability driving Uponor’s business and systems development 47
Optimised technology and engineering in combination with carefully selected components to provide a storm water solution for a sustainable society
Product development for a sustainable future
Uponor IQ – storm water system
Reduce the risk of flooding by reduction of peak flows
Capture storm water for non-potable water use
Clean pollutants such as oil and heavy metal from storm water before it enters the sewer system
Filter storm water into the ground instead of transporting it away
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Uponor Sustainability Programme
• Sustainability integrated into values, policies and business processes
• Sustainability as a core part of competence and personnel development
• Management of energy and material use in manufacturing
• Optimisation of intra-company and external transportation
• Efficient management of own facilities
• Systems, products and services for health, well-being and minimised environmental impact
• Business partnerships
• Communication • Community
engagement • Involvement in
Green Building Councils and other industry bodies
Ilari Aho, David Harget Sustainability driving Uponor’s business and systems development 48
Culture Care Customer Partner
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In summary
• The Green Building market is projected to clearly outperform the overall construction market development
• New business opportunities are created for solutions that promote resource efficiency, well-being and productivity, as well as emission reductions
• Uponor’s offering is well positioned to benefit from this opportunity
• Value chains and business models in the construction and infrastructure industry will need to develop towards more performance-based models
Ilari Aho, David Harget Sustainability driving Uponor’s business and systems development 49
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The text may contain forward-looking statements, which are based on the present business scope and the management’s present expectations and beliefs about the future. The actual result may differ
materially from such statements.
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Uponor – 30 years in North America
Bill Gray President, Uponor North America
11 Dec. 2013
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Presentation outline
• Uponor in North America • Customer intimacy • Stakeholder engagement • Product portfolio • In summary
Bill Gray Uponor – 30 years in North America 52
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Bill Gray Uponor – 30 years in North America 53
Uponor North America milestones
2013 The Minnesota Manufacturers Alliance names Uponor as 2013 Manufacturer of the Year Groundbreaking: Apple valley expands to 230,000 sq.ft. Uponor named Minneapolis Star tribune Top 100 Workplaces
2013 Launched Uponor Innovations, Inc
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Uponor North America: At a glance
Bill Gray Uponor – 30 years in North America 54
Net sales development from $125M in 2002 to $195M in 2012 Operating profit at 13.5% in 2002 compared to 11.7% in 2012
2012 Employees: 472 - 278 Supply Chain, Production,
Distribution
- 132 Sales and Marketing (does not include external Sales Reps)
- 23 Research and Product Development
- 39 Administration
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Uponor North America: Locations
Bill Gray Uponor – 30 years in North America 55
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Share by plumbing material North American residential market
Other PEXUponor PEX
Copper
PEX CPVC
Bill Gray Uponor – 30 years in North America 56
Overall, Uponor supplies nearly 1/3 of all PEX pipe sold in North America and has the highest share in all market segments in which we participate
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Net sales versus North American housing market development
Bill Gray Uponor – 30 years in North America 57
$125 $151
$193 $222 $231 $233
$192
$152 $151 $170
$195 $218
-
500
1 000
1 500
2 000
2 500
$-
$50
$100
$150
$200
$250
$300
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 Oct 12-Sep 13
Nor
th A
mer
ican
Hou
sin
g S
tart
s in
Th
ousa
nd
s
Net
Sal
es i
n M
illio
ns
.
North American Housing Starts Net Sales for Period
Net Sales versus North American Housing Starts
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Sales diversification
Increasing our market leadership position in residential plumbing while pursuing commercial market opportunities
Bill Gray Uponor – 30 years in North America 58
-
20 000
40 000
60 000
80 000
100 000
120 000
140 000
2006 2007 2008 2009 2010 2011 2012
Net Sales by Product Application
Indoor Climate Plumbing Residential Products Plumbing Commercial Products
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Sales versus profit development
Bill Gray Uponor – 30 years in North America 59
13,5% 13.5%
-15,0%
-10,0%
-5,0%
0,0%
5,0%
10,0%
15,0%
20,0%
25,0%
30,0%
0
50
100
150
200
250
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 Oct 12-Sep 13
Ope
ratin
g Pr
ofit
%
Net
Sal
es M
USD
Net sales and operating profit, %
Net Sales Reported OP%
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• Forced-air heating is dominant
• Virtually all new buildings incorporate air conditioning
• Large, well-known companies supply air-based HVAC systems
• District heating is rarely employed
• Most PEX pipe is used in new build rather than renovation/remodel
• PEX pipe is dominant; very little MLC pipe is used
• Plumbing market is much larger market than Indoor Climate
• PEX pipe is a minor portion of most competitors’ portfolios
• “Hybrid” sales organizations employed by most major PEX companies
North American market factors
Bill Gray Uponor – 30 years in North America 60
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Market opportunity - Residential
Consensus forecasts show US housing starts slowly increasing to a sustainable rate of 1.5 MM/year • 1+ million in 2014 • Favorable driving forces • Multi-family share above historical norm • Large builders gaining share
Canadian housing starts stable at ~180K per year • Multi-family remains above 50% of total • Urbanization and demographics are primary
driving forces • Big builders not prevalent
High reliability and risk avoidance key factors in selecting plumbing systems
Aging inventory with metallic plumbing systems resulting in emerging “re-piping” opportunity Uponor focusing on innovative ways of incorporating Indoor Climate systems
Bill Gray Uponor – 30 years in North America 61
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Market opportunity - Commercial
Consensus forecast ~8% US market growth (in square meters) in 2014 Projected ~10% market growth in Canada in 2014* Sustainable building practices increasingly employed Limited penetration to date by PEX-based plumbing systems offers large upside potential Uponor targeting segments with high plumbing “density” • Hotels • Commercial/Residential High-Rise • Education/Institutional
Radiant cooling is key entrée for Uponor Indoor Climate offering Hydronic distribution piping offers significant opportunity
*Reed Construction Data
Bill Gray Uponor – 30 years in North America 62
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Marketing opportunity – USA & Canada
• Strong indoor climate market
• PEX under-utilized in plumbing,
but growing • Not a strong new housing
market • Some code restrictions
• Minimal indoor climate opportunity due to climate
• Plumbing market is very competitive • Uponor share is relatively low, but growing • Good commercial opportunity
• PEX plumbing is dominant • Uponor share is very high • Growth opportunity
due to recovering home building
• Minimal indoor climate opportunity due to climate
• Good commercial opportunity
• Own our backyard • Good success in Western half • Opportunity in Eastern half • Some code restrictions
• Plumbing strong across the territory • Uponor has a high share and good growth • Good commercial penetration • Very competitive indoor climate
• PEX systems continue to gain traction
• Uponor is the market leader in a very competitive market
• Largest Canadian growth opportunity
• PEX plumbing is dominant • Uponor has a good share • Limited home building
opportunity • Declining indoor climate
market due to install price
Bill Gray Uponor – 30 years in North America 63
• PEX widely used in plumbing
• Uponor has high share • Good commercial
opportunity • Indoor climate has
stagnated but experiencing increased competition
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Customer intimacy: Why customers love us
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M A
R K
E T
A
T T
R A
C T
I V
E N
E S
S
Market segmentation
Commercial Plumbing
Residential Plumbing
Pre-Insulated
Piping
Residential Indoor Climate
Residential Fire Safety
C O M P E T I T I V E P O S I T I O N
Bill Gray Uponor – 30 years in North America 65
Commercial Indoor Climate
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Value chain analysis - Commercial
CSP
Distributor Installer Owner Uponor Contractor
5% 40% 10% 5% (Influence on Key Decision)
Specifier
(Influence on Key Decision) 35% 5%
Bill Gray Uponor – 30 years in North America 66
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Value chain analysis - Residential
*The role of the specifier (se.g. architect) can vary widely depending on the type/price of home **In luxury homes, the homeowner may influence selection of IC system
Bill Gray Uponor – 30 years in North America 67
Distributor Installer Owner** Uponor Contractor
15% 65% 15% 0% (Influence on Key Decision)
Specifier
(Influence on key decision) 5%*
Uponor’s traditional strengths
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Customer loyalty
Brand positioning • Innovation and quality • Industry-leading training • Corporate Responsibility
Sales engagement • Regional marketing focus • Customer acquisition by conversion • Customer service, technical & design support
Relationship building • Sharing knowledge, networking and
conversion • Demonstrates thought-leadership and
education
Bill Gray Uponor – 30 years in North America 68
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Market challenges
New competitive pressure • Market entry of PE-RT and PPr • Emergence of competitive fitting systems
Codes and standards • Lead-free regulations • Regional code restrictions • Use of code/standard process to favor
specific competitive interests
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Strategic relationships
Uponor and Milwaukee Tool Partnership
2009: Collaborated on innovative tool 2010: launched the innovative M12 and M18 tools • Faster, lighter and more reliable • Overwhelmingly positive reception
from the industry • Game–changing; driving market share growth • Far exceeded Milwaukee expectations
2013: the partnership and innovation continues • Jointly co-marketed, distributed and sold by
both Milwaukee and Uponor in North America and Europe
Bill Gray Uponor – 30 years in North America 70
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Stakeholder engagement
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Engagement and recognition
Star Tribune: Minnesota Top 100 Workplaces 2013
Of 300 companies, Uponor named in the top 100
Uponor employee engagement compared favorably to the manufacturing average • Referral: +19% • Motivation: +16% • Loyalty: +10%
• Uponor named Manufacturer of the Year – 2013
Bill Gray Uponor – 30 years in North America 72
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Uponor Innovations, Inc.
Bill Gray Uponor – 30 years in North America 73
An external facing organization recognizing that no single company has a monopoly on ideas
Our interests include acquisitions, equity participation and licensing. We are not an investment portfolio enterprise. Our approach is to pursue involvement where we can best leverage mutual success through existing Uponor assets and resources
Our focus is on new technologies and leading-edge products that improve the way people plan, design, construct, improve and manage environments in a green and sustainable way
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Product portfolio
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Product portfolio
Bill Gray Uponor – 30 years in North America 75
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Bill Gray Uponor – 30 years in North America 76
Product portfolio
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Bill Gray Uponor – 30 years in North America 77
Product portfolio
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Bill Gray Uponor – 30 years in North America 78
Product portfolio
Target Stores
National Specification Uponor AquaPEX® Plumbing System
Target Corp. Engineering &
Construction Services
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Hilton Hotels
National Specification Uponor AquaPEX tubing and ProPEX
Fitting System Uponor Radiant Cooling
Snow & Ice Melt Systems
Bill Gray Uponor – 30 years in North America 79
Product portfolio
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In summary…
Market is closer to demographic demand levels Well-positioned to take advantage of opportunities by segment High degree of customer loyalty Continue to invest in and build the Uponor brand Renewal of Strategic Focus to ensure success in the future Internal / External innovation strategies to secure long term future
Bill Gray Uponor – 30 years in North America 80
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The text may contain forward-looking statements, which are based on the present business scope and the management’s present expectations and beliefs about the future. The actual result may differ
materially from such statements.
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Uponor Infra – a new start
Sebastian Bondestam President, Uponor Infra
11 Dec. 2013
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Presentation outline
Sebastian Bondestam Uponor Infra – a new start 83
• The new company, Uponor Infra • Integration process • Strategic direction • Offering • In summary
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The new company, Uponor Infra • Uponor 55.3% and KWH Group 44.7% • Combined turnover €400M and close to 1,600 employees in 2012 • Consolidated into Uponor’s P&L
Sebastian Bondestam Uponor Infra – a new start 84
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The birth of Uponor Infra
New company was established on 1 July 2013 The merger is subject to the fulfilment of the conditions set by the Market Court • Uponor completed the sale of extrusion lines in November
and is in compliance with the remedies
Logic of the merger • Key markets are not growing and overcapacity • Consolidation cost savings of €10M • Wider product portfolio • Stronger market presence • Greater geographical reach: Poland, Asia and North America
Sebastian Bondestam Uponor Infra – a new start 85
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Where we are – factories & sales
Sebastian Bondestam Uponor Infra – a new start 86
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Integration execution progressing
Main actions and achievements July Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun
Kick off meeting
Visit to critical sites and leadership
Consolidation of production in Sweden
Strategic direction set
Organisation appointed to support direction
Next levels in organisation appointed
Closure of the sales office in Denmark
Collaborative talks in Finland
Product portfolio consolidation
Collaborative talks in Sweden
Consolidation of production in Finland
ERP projects to support the consolidation
2014
Sebastian Bondestam Uponor Infra – a new start 87
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Integration to be completed in 2015
Sebastian Bondestam Uponor Infra – a new start 88
• JV consolidation savings at ca €10 million
─ 70% to be achieved by FY2014 in cumulative terms ─ The remaining part during H1/2015
Long term plan
Production consolidation completedIntegration savings - step 2Product harmonisationStrategy developmentFull effect of integration
2013 2014 2015
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Sales office
New Uponor Infra site
Old Uponor (INF) site
Small fabrication
X
Restructuring plans under implementation
X
X X X
Sebastian Bondestam Uponor Infra – a new start 89
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Strategic direction: Northern Europe
Segmentation of markets and development of business models • Standard product sales • System sales • Niche/project sales
Develop the business across country borders in Europe • Offering (product and application development) • Sales & Marketing • Supply Chain & Sourcing
Leverage
- Uponor brand & Group sourcing - KWH Pipe product names & project business
competence - Combined product portfolio
Sebastian Bondestam Uponor Infra – a new start 90
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North America • Market leader in Canada • Smaller project businesses in the USA
Asia • Number two in Thailand, where the top 3 cover
70% of the market • Neighbouring countries part of main scope • Partnering with Japanese companies investing in Asia
Technology • Weholite licencing business • Extrusion competence
District heating • Leveraging the broader sales network • Wider offering covering both primary and secondary supply
Strategic direction: International - Leverage technology and business knowledge
Sebastian Bondestam Uponor Infra – a new start 91
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Complementing offering
Sewer and storm • The Ultra product family for sewer applications • Uponor IQ and Weholite for storm water applications • Competitive technology and sustainable solutions
Waste water treatment • Single-family to residential area solutions • Design and installation supervision for
more complex solutions
Functional piping systems • Slurry, antistatic and barrier solutions
Special construction • Combined best knowledge in the market • Chambers, tanks, manholes
Project services • Marine intakes and outfalls • Competence to design solutions and supervise installations Sebastian Bondestam Uponor Infra – a new start 92
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A much stronger application offering
In most of our applications we have a clearly wider and better offering than before • Storm water • Sewer • Potable water • Cable & telecom • Waste water treatment • House drainage • Radon • Functional piping systems • Under ground ventilation • Renovation • District heating & cooling • Special constructions • Marine intakes and outfalls • Welding, extrusion and blown film technology
Sebastian Bondestam Uponor Infra – a new start 93
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Stronger services offering
• Project service • Technical support • Customer service • Special constructions • Uponor Academy • Technical Handbook • The web • Calculation tools • Welding services • Renovation services • Licensing and franchising
Sebastian Bondestam Uponor Infra – a new start 94
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Weholite licensees across the globe
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Nordic customers and markets
Customer trends for 2014 • Cash flow focus • Reducing stocks
Market trends • Little growth and a more Nordic approach
We are well positioned in the Nordic markets • Number 1 in Finland • Number 2 in Sweden and Denmark • Number 3 in Norway
We are the leading infrastructure supplier in the Nordic markets • Highest sales • Strongest market presence • Widest product offering
leading the development
Sebastian Bondestam Uponor Infra – a new start 96
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In summary
• Leverage the brand
• Leverage common suppliers
• Common approach with customers/partners in the Nordic area
• Common shared service/treasury/IT/ERP
• The sustainability trends and opportunities connect both Uponor & Uponor Infra
Sebastian Bondestam Uponor Infra – a new start 97
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The text may contain forward-looking statements, which are based on the present business scope and the management’s present expectations and beliefs about the future. The actual result may differ
materially from such statements.
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Building Solutions – Europe – How to be successful in a
flat market
Heiko Folgmann EVP, Sales & Marketing, Building Solutions – Europe
11 Dec. 2013
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Presentation outline
Heiko Folgmann Building Solutions – Europe – How to be successful in a flat market 100
• Background • Business model innovation • Product innovation • Partnerships • In summary
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The European building market suffers since several years…
Heiko Folgmann
Source: Eurostat
Ind
ex (
bas
e ye
ar 2
01
0 =
10
0)
Building Solutions – Europe – How to be successful in a flat market 101
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…and remains rather flat also in the shorter term
Heiko Folgmann
Source: Euroconstruct 11/2013
Building Solutions – Europe – How to be successful in a flat market 102
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Throughout the world, our solutions enrich people’s way of life
Partnering with professionals to create better human environments
• Sustainability • Efficiency • Comfort • Health • Safety
Our strategic framework
Heiko Folgmann
Vision and mission
Strategy
Where we aim to be in 2016
Our vision Our mission Our commitment
Our strategic direction
Our strategic initiatives
Brand Simply more
Leading player in plumbing and indoor climate in Europe
Brand standard for PEX systems in commercial and residential in North America
Leading infrastructure and extrusion technology supplier in selected markets
Building Solutions – Europe – How to be successful in a flat market 103
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Business model innovation
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Distribution business Project business
Step 1: Expanding the value chain to access broader markets
Heiko Folgmann
Specifier / Engineer / Architect
Distributor Installer / Mechanical Contractor
Developer / CSP / General
Contractor
Owner / Investor
Building Solutions – Europe – How to be successful in a flat market 105
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Step 2: Segment approach
Heiko Folgmann
Project business segments
Residential Commercial Industrial Agriculture
Bui
ldin
g ty
pes
Cus
tom
er
type
s
Owners
Real estate
Facility management
Precast element suppliers
Housing companies
Contractors
Prefab house manufacturers
Energy consultants
Farmers
Biogas companies
Suppliers for agricultural equipment
Logistic companies
Suppliers for industrial floors
Retailers
Building Solutions – Europe – How to be successful in a flat market 106
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Business model success story
Heiko Folgmann
Retail stores and logistics
• One Uponor approach across seven countries, international consistency and credibility as differentiator
• 39 projects realised, 58 currently in the pipeline
• Network with key stakeholders established
• Direct relationships with: - the investor - investors architect and engineer - investors preferred main contractor - local consultants and installers
• Providing support at all stages • “Solution pricing” protects margin and helps
dilute direct product price comparison
Building Solutions – Europe – How to be successful in a flat market 107
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Our opportunity
Heiko Folgmann
Targets • Influencing the entire value chain at the
earliest possible stage • Evolution of project business to meet
increased complexity and customer expectations
What we achieved in key markets • Visibility and recognition gained among the
new target groups • Sales and marketing expertise for
competitive arenas established • Organisational structure to address project
business specific needs • Service organisation with own resources or
via partnerships in place Building Solutions – Europe – How to be successful in a flat market 108
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Product innovation
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Recent innovations at Uponor
Heiko Folgmann
2003 2013
2003 First press
fitting with test safety
2003 First UFH* renovation
system Minitec
2007 First press fitting with
colour coding and pressing indication
2007 First self-attaching
UFH* system Klett
2009 First
modular riser fitting system for
63–110 mm
2011 RTM
Technology
2013 SACP
Technology, the first seamless aluminium composite
pipe
2003 First UFH* modular plastic
manifold
2005 First
system for dry
stud walls Siccus SW
2007 First
surface-close TABS
system Contec ON
2009 First controls
with Dynamic Energy
Management
2011 Evolution of
the first all-plastic
fitting system,
Q&E
2013 First wall
and ceiling renovation
system Renovis
*) UFH = Underfloor heating
Building Solutions – Europe – How to be successful in a flat market 110
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Product innovation success story
Heiko Folgmann
Northern Europe
The current MLCP technology, which started its success story in the early 1990s, is reaching the final phase of its life cycle in our major markets
Building Solutions – Europe – How to be successful in a flat market 111
DEV
ELO
PM
ENT
INTR
OD
UC
TIO
N
GR
OW
TH
DEC
LIN
E
MA
TUR
ITY
TIME
SA
LES
VO
LYM
E
Eastern Europe
Southern Europe Central Europe
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Why improve a leading product?
Heiko Folgmann
“If somebody takes one of the most successful pipes off the market, he must be crazy – or really good.”
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Anticipating customer needs
Heiko Folgmann
Safety and reliability Safe systems that support a correct and reliable installation and avoid corrosion
Installation design Systems that better adapt to changes on the installation site
Installation cost and time Materials which reduce the number of fittings and help speed up the installation
Visual appearance Systems that support the aesthetics of visible installations
Main drivers for the installer 1. Safety and reliability 2. Speed and easy installation 3. Sales & technical support
Building Solutions – Europe – How to be successful in a flat market 113
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The new SACP Technology
Heiko Folgmann
SACP Technology = Seamless Aluminium Composite Pipe • A new technology in which the aluminium is seamlessly extruded • SACP Technology is different than current multilayer technologies • Thanks to this technology, it is an even more reliable pipe, and its
installations are easier, simpler and faster
The first seamless multilayer composite pipe
Building Solutions – Europe – How to be successful in a flat market 114
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Customer benefits
Heiko Folgmann
• Material and time savings due to more flexibility and better handling
• Higher safety and reliability
• Better visual appearance of the installation and less brackets needed
• Totally compatible with current Uponor fitting systems
Building Solutions – Europe – How to be successful in a flat market 115
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The versatility of a new product
Heiko Folgmann
• In the Nordic markets, on-wall installations are a standard, especially in renovation
• Due to the better visual appearance, this market is currently dominated by metal pipes
• By leaving away the outer plastic layer, the SACP Technology allows us to produce a composite pipe with a metallic look
– Combining the high flexibility of an MLCP with the clean look of a metal pipe
Building Solutions – Europe – How to be successful in a flat market 116
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Partnerships
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Partnership is more than installed products
Heiko Folgmann
Uponor PEX pipes Lightweight, flexible and durable
PPSU Q&E fittings Great variety for a full plastic installation
Q&E rings Significantly faster time to tightness
Q&E manifolds and modular accessories For an efficient installation design
Q&E expander tool The best expansion tool in the trade
For a fast and easy installation, a good system requires a good tool
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Cooperation with Milwaukee
Heiko Folgmann
• European Frame Purchase and Supply Agreement between Uponor and Milwaukee Electric Tool Corporation
• Inspired by Uponor’s innovation and constructed with legendary Milwaukee durability
• Co-branded with both Milwaukee and Uponor logos • Jointly co-marketed, distributed and sold by both
Milwaukee and Uponor
… gets a high-quality tool supported by the well-known brand of Milwaukee
… gets access to the plumbing market via Uponor’s distribution channels and installer relationships
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Other successful partnerships
Heiko Folgmann
Uponor – Stiebel Eltron • Joint product and system development to
integrate individual offering to complete solutions (example heat pump module)
• Joint marketing efforts
Uponor KOTI • Services for single family homes
(new build and renovation): high quality plumbing and indoor climate systems installed by professionals, full service with one contact
• 235 network installers • 10,000 end user contacts • Web service tool for end users and network
installers 3,000 registered customers • Partners: Oilon Ltd, NIBE Ltd, Oras Ltd, Ido Ltd,
Enervent Ltd, Santander Consumer Finance Finland Ltd
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In summary
Heiko Folgmann
Business model Product Partnerships
Innovation
The way to be successful in a flat market
Through innovation, we create superior customer value and make a difference
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The text may contain forward-looking statements, which are based on the present business scope and the management’s present expectations and beliefs about the future. The actual result may differ
materially from such statements.