02 gea%20cmd%202012%20 %20presentation%20ceo%20juerg%20oleas%20final%20per%202012 06 26 tcm11 25476

GEA Group

Jürg Oleas, CEOStuttgart / Frickenhausen, June 28-29, 2012

Capital Markets Day 2012Bringing GEA from a good to an excellent company

engineering for a better world2 GEA Group CMD 2012 - Presentation Jürg Oleas, CEO

Forward-looking statements are based on our current assumptions and forecasts. These statements naturally entail risks and uncertainties, which may cause the actual results of operations, financial position or performance to diverge significantly from the estimates given here. Factors that could cause such a divergence include changes in the economic and business environment, fluctuations in exchange rates and interest rates, launches of competing products, poor acceptance of new products or services, and changes in business strategy. We are under no obligation to update forward-looking statements.Due to rounding, the sum of percentages of order intake and sales by region as well as by customer industry may vary from 100%.Since Q1 2012, the segment, GEA Convenience-Food Technologies (GEA CT), is renamed as GEA Food Solutions (GEA FS).

Disclaimer


Agenda

I. Development of GEA Group since 2004

II. Further Growth Strategy – Main Focus on Food Industry

III. Stronger Focus on Cash Flow and ROCE

IV. New Bonus System – Additional Financial Targets


I. Development of GEA Group since 2004GEA‘s development into today‘s structure

1999* - 2004 Status 2009 Since 2010

Strategic realignment of the Group focusing on specialty mechanical engineering

Successive disposals/closures Special Chemicals (Dynamit Nobel)

2004 Automotive Plastics 2005 Plant engineering (Lurgi, Lentjes,

Zimmer) until 2007 Zinc Smelter (Ruhrzink) 2008

and several others

Plan

t Eng

inee

ring

Che

mic

als

Spec

ialty

M

echa

nica

lEng

in.

Oth

er C

ompa

nies

mg technologies* GEA Group*

GEA’s specialty mechanical engineering business (incl. Bischoff, a mg leftover) was organized in a divisional structure adopted by Gea old in 1997

Organizational allocation of the >300 legal entities to 9 Divisions followed no clearcut principles which created various overlaps and operational inefficiencies

management focus on legal entities rather than businesses

FS-S

egm

ent

GEA Group*

Reorganization of GEA’s 9 Divisions into technologically distinct Segments (e.g. all heat exchangers now in HX-Segment)

Acquisition of the FS-Segment (4/2011) for strategic portfolio expansion

Management focus now on global Business Units (BUs = level below segments)

Uniform reporting procedures across all Segments and BUs

FT-S

egm

ent

HX-

Segm

ent

PE-S

egm

ent

ME-

Segm

ent

RT-

Segm

ent

A-D

ivis

ion

R-D

ivis

ion

C-D

ivis

ion

M-D

ivis

ion

D-D

ivis

ion

E-D

ivis

ion

H-D

ivis

ion

P-D

ivis

ion

B-D

ivis

ion

* mg acquired GEA in 1999;mg and GEA merged in 2005 for legal and tax reasons;the portfolio of GEA Group 2012 is similar to pre 1999 GEA old


I. Development of GEA Group since 2004Active portfolio management

Desinvestments

• Aseptomag• KET Marine

• EurotekEngineering

• Intec• DB Wilaard

Holding• Ion Blast• ACO

Engineering (India)

• Univalve• ViEx• Bloksma• ICG• PSSP

Fabricat.• Caldemon

Iberica• Norbco• Astair• Deichmann• NEMA Air Fin • ADG

• Procomac• J. Houle &

Fils• Aero Heat

Exchangers

• Huppmann• ISISAN• Denco• AWP Kälte-

Klima-Armaturen

• Munters / 2H Aqua UK

• Membraflow• FlatPlate• Steris• 2H Kunststoff• Hapco

• Closing ofRuhr-Zink

• Zimmer AG• Lurgi AG• Lentjes• MG Industrial

Products

• Claus Queck • Fleissner • Polytrade• MG NE-

Produkt-handel

• MVG Metall-verkaufs-gesellschaft

• Dynamic Fabricators

• Dynamit NobelKunststoff Group

appr. € 70m revenue p.a.


appr. € 210m revenue p.a..


< € 1,000m revenue p.a.

> € 200m revenue p.a.

< € 1,400m revenue p.a.

appr. € 200m revenue p.a

no disinvestments


• Agroserve• Goedhart• WTT• Messo-

Chemie-technik

• Colby• Diessel

appr. € 150mrevenue p.a..

• Standard-kessel Group

• Dynamit Nobel AIS

• Dynamit Nobel AG

• solvadischemag ag

• Lurgi Lentjes NA

• GEA Spiro Gills

• Großmunition• Safic-Alcan

> € 3,000mrevenue p.a.

• Skiold Mullerup• Breconcherry• ACC Air

Pollution Control Division

• Farmers Industries

• BSGT Beijing

appr. € 22mrevenue p.a.


• GEA GrencoKøleteknik

• Mashimpeks• Bock Kälte-

maschinen• CFS• Nu-Con• San-Joaquin



• Packagingfoil businesswithin GEA FS

2004 2005 2006 2007 2008 2009 2010 2011 2012


no disinvestments


I. Development of GEA Group since 2004Sales and margin performance

4.0593.391

4.3464.856

5.179

4.411 4.4185.071

346

2,1%

6,6%6,9%

8,3%

9,9%

7,8%8,3%

10,0%

9,7%

0%

2%

4%

6%

8%

10%

12%

0

1.000

2.000

3.000

4.000

5.000

6.000

2004 2005 2006 2007 2008 2009 2010 2011

Sales w/o GEA FS Sales GEA FSEBIT margin w/o GEA FS bef. PPA. and restr. EBIT margin incl. GEA FS bef. PPA. and restr.

* EBIT margin before PPA. and restructuring

[in EUR million]


769 802901

964

102

14,9%

18,2%

20,4%

19,0%

19,7%

0%

5%

10%

15%

20%

25%

0

200

400

600

800

1.000

1.200

2008 2009 2010 2011Service Sales GEA (w/o FS) Service Sales GEA FSService as % of Group Sales (w/o FS) Service as % of Group Sales (incl. FS)

I. Development of GEA Group since 2004Service business: above EUR 1 billion in FY 2011

[in EUR million]

CAGR w/o GEA FS 2008-2011: +7.8%

engineering for a better world8

I. Development of GEA Group since 2004Overall Development of GEA sales*

GEA Group CMD 2012 - Presentation Jürg Oleas, CEO

0

1.000

2.000

3.000

4.000

5.000

6.000

[in EUR million]

CAGR GEA sales 1983-2012e:

+10.9%

• Unconsolidated total sales incl. acquisitions at each point in time; left out were entities outside the segments, even if they generated revenues (eg GEA Real Estate); 2012e sales estimate based on guidance of „at least 5% growth [over 2011]“.

engineering for a better world

I. Development of GEA Group since 2004GEA organic sales growth outperforms global GDP

9 GEA Group CMD 2012 - Presentation Jürg Oleas, CEO

0

20

40

60

80

100

120

140

160

180

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012e

GDP GEASource: IMF World Economic Outlook April 2012.GEA 2012e sales growth based on guidance of „at least 5% growth“.

CAGR Global GDP 2003-2012e:

+3.9%

CAGR GEA sales w/o portfolio adjustments

2003-2012e: +5.6%

(Index 2003 = 100)


43%37%

15%

13%

16%22%

12%10%

6%7%

5% 5%

3% 5%

2008 2011

Sales by Region

Africa

Middle - East

Latin America

Eastern Europe& CIS

Asia - Pacific

North America

Western Europe

I. Development of GEA Group since 2004Sales structural development

41%51%

13%

6%

14% 12%

5% 5%8% 6%

6% 3%

11%12%

2% 5%

2008 2011

Sales by Customer Industry

Other Industries

Climate &Environment

Marine

Chemicals

Pharma

Power

Oil & Gas

Food


I. Development of GEA Group since 2004Development sales vs. employees


43%

71%

37%

63%

15%

11%

13%

10%16%

10%

22%

14%12%

2%

10%

7%6%

3%

7%

3%5%1%

5%1%3% 2% 5%

2%

Africa

Middle - East

Latin America

Eastern Europe& CIS

Asia - Pacific

North America

Western Europe

20112008

Sales Employee Sales Employee


0

50

100

150

200

250

300

350

400

450

Chi

na

Rus

sia

Sou

th A

frica

Bra

zil

Pol

and

Turk

ey

Indi

a

Mex

ico

Thai

land

Cze

ch R

epub

lik

Sau

di A

rabi

a

Uni

ted

Ara

b E

mira

tes

Arg

entin

a

Rom

ania

Indo

nesi

a

Egy

pt

Chi

le

Sin

gapo

re

Col

ombi

a

Hun

gary

GEA Sales 2010 GEA Sales 2011

23% of Sales +25% yoy

11% of Sales +33% yoy

I. Development of GEA Group since 2004Sales of top 20 single countries in emerging markets


* Definition of Dow Jones and MSCI

FY 2011: 23% Emerging Markets exposure generated in only four countries

67% 66%

33% 34%

FY 2010 FY 2011

+28% YoY

Emerging Markets

DevelopedMarkets

+20% YoY


I. Development of GEA Group since 2004Emerging middle class in developing countries


CAGR

North America 338 18% 333 10% 322 7% -0,2%

Central and South America 181 10% 251 8% 313 6% 2,6%

Europe 664 36% 703 22% 680 14% 0,1%

Asia / Pacific 525 28% 1 740 54% 3 228 66% 9,0%

Middle East and North Africa 105 6% 165 5% 234 5% 3,9%

Sub-Saharan Africa 32 2% 57 2% 107 2% 5,9%

Global Middle Class 1 845 100% 3 249 100% 4 884 100% 4,7%

Total Population 6 818 7 657 8 321 1,0%

2009 2020 2030

Global Middle Class defined as households with daily expenditures between USD 10 and USD 100 per person inpurchasing power parity terms. CAGR: Compound Annual Growth Rate between 2009 and 2030.

Numbers (millions) and share (percent) of the Global Middle Class

In the future the middle class growth, in absolute and relative terms, is projected tocome mainly from Asia. By the end of the decade the middle class will have grown bymore than 1 billion people.

Sou

rce:

OE

CD


I. Development of GEA Group since 2004GEA’s global presence & target regions


All SegmentsMin. 3 Segments

1SegmentNot present with own entity

Calculation GEA Sales/GDP per country 2011*

100

*Value for China = Index 100; Source: IMF WEO 2012 April. GEA Sales in EUR million and GDP USD trillion.

50

94

145

89

61

84

60

Peru

Chile

Indonesia

Mexico

Argentina

Brazil

India

Thailand

China

Colombia

137

Turkey

354

Vietnam

102

44


• GEA is not utilizing all market potential in certain geographical areas

Detailed analysis of market potentials in emerging markets Stronger regional setup in emerging markets Development of a GEA products and process catalogue for target

industries and markets Development of industry selective sales and marketing approaches Push for stronger GEA brand recognition

=> Incubator model needed to conquer these geographies with a common efficient approach based on the individual strength of each GEA segment

I. Development of GEA Group since 2004Incubator model to increase sales in EM


Agenda







II. Further Growth Strategy – Main Focus on FoodStable investment behavior of food industry

17

100

120

140

160

180

200

220

0

5.000

10.000

15.000

20.000

25.000

30.000

35.000

40.000M

ar-0

5

Jun-

05

Sep

-05

Dec

-05

Mar

-06

Jun-

06

Sep

-06

Dec

-06

Mar

-07

Jun-

07

Sep

-07

Dec

-07

Mar

-08

Jun-

08

Sep

-08

Dec

-08

Mar

-09

Jun-

09

Sep

-09

Dec

-09

Mar

-10

Jun-

10

Sep

-10

Dec

-10

Mar

-11

Jun-

11

Sep

-11

Dec

-11

[EUR Million]

Rolling Capex* Food Price Index**

Source: Citi Investment Research* Capex Model based on >70 manufacturers ** Food Price Index: 2002-2004 = 100. Food Price Index consists of the average of 5 commodity group price indices (meat, dairy, cereals, oil & fat, and sugar) weighted with the average export shares of each of the groups for 2002-2004.

Despite volatile food price, food manufacturers’ expenditure (implied byCAPEX) for durable capital goods, such as machinery, remains stable.

Rol

ling

Cap

ex*

Food Price Index**

CAGR 2008-2011:

+9.3%

GEA Sales from Food Industry

CAGR 2008-2011: +9.4%



80%

20%

from Local Players from Global Players

Global China

II. Further Growth Strategy – Main Focus on FoodFocus on local players in emerging markets


Retail market share of two largest western and Chinese suppliers*

* Source: Financial Times 4.4.2011.

2009-2011 GEA large orders with value of more than €10m

100% of GEA Food & Beverage large ordersfrom China were bookedwith value of more than€10m by local players.

Some large Chinese local players in Food & Beverage industry have larger market share in China than global players.

77%

23%

from Emergin Markets from Mature Market

16.823.5 16.8 12.6 3.0

0.8 13.00.9 7.9

Soft drinksCoca-Cola

18.2 6.9

Ice cream

Tingyi Hangzhou Wahaha Yili Industrial Mengniu Dairy

PepsiCo Unilever Nestle

0.9 15.81.5 12.6

5.910.7


Growth Drivers Implication for Equipment Suppliers (like GEA)

GEA as Full Scope Supplier

■ Worldwide population and GDP growth

■ Urbanization leading to different living and eating habits

■ Growing demand for convenience food

■ Increasing affluence leading to more spending on food

■ Favoring high level, full scope suppliers of internationally uniform quality

■ Efficiency improvements expected

■ Stricter hygienic standards and regulations

■ Demand for low cost of owner-ship to cope with increasing input costs in production

■ Accelerating “time to market” of new or improved products

II. Further Growth Strategy – Main Focus on FoodGrowth in food industry: challenges and opportunities


GEA Group is a full scope supplier offering its customers energy efficient innovationsand solutions


Food processing industry with high standard requirements for hygiene, safety and quality is showing much more opportunities for GEA to leverage its technological leadership than the energy industry

Food Industry – Dairy Plant


…defines high market entry barrier

II. Further Growth Strategy – Main Focus on FoodDemand for high level safety & quality solutions…


Food processing industry with high standard requirements for hygiene, safety and quality is showing much more opportunities for GEA to leverage its technological leadership than the energy industry


…defines high market entry barrier

II. Further Growth Strategy – Main Focus on FoodDemand for high level safety & quality solutions…

Energy Industry – Power Plant


II. Further Growth Strategy – Main Focus on FoodVery diversified customer base

Our largest customer in food industry has a revenue share of only 1.3 percent

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

Top Customer Top 10 Top 50 Top 100 Top 150 Top 200

Rev

enue

Sha

re

Customer

GEA Group CMD 2012 - Presentation Jürg Oleas, CEO22

3 out of the Top 10 customers arealready coming from Emerging Markets

GEA is independent of single customers


II. Further Growth Strategy – Main Focus on FoodWhy revenue share of food industry can not be >75%


Segment Product example Examples offood application

Examples of other application

GEA Heat Exchangers

Plate heat exchangers

Milk production,beverage processing

Marine, cargo, cruiser; pulp and paper

processing

GEA Mechanical Equipment

Separator Dairy processing,beverage processing

Oil & Gas, chemicals, water treatment

GEA Process Engineering Spray dryer Milk powder, instant

coffee, food ingredient

Pharmaceutical active ingredients, chemical

compounds

GEA Refrigeration Technologies

Compressor Frozen meals, brewery

Transportation, cargo, storage

GEA Group with its food related technologies and product applications is also delivering the same technology into other customer industries, e.g.:


II. Further Growth Strategy – Main Focus on Food GEA continues to head for external growth

• Complementary markets, products or process technologies

• Focus on process technologies for food applications

• Operational returns above GEA average expected

• Easy to integrate into existing segments

• Significant synergy potential (e.g. by leveraging global GEA sales channels oradministrative shared services)

• Purchase price in line with market level

• Specialist companies available (cash requirements, ownership succession)

• Limited competition from LBO investors

• Attractive valuations

Criteria for acquisitions

Advantageous market conditions for acquiring companies



II. Further Growth Strategy – Main Focus on FoodGEA is serving many applications (1/3)


Sector Industry Market Application

Food & Beverages

DAIRY

Milk ProductionMilk ProductionFarm EquipmentFarm Supplies

Dairy Processing

Drinking MilkYogurt, Sour Milk DrinksCheeseButterIce CreamMilk Powder / Whey PowderBaby Food (milk formula)Dairy Ingredients (whey, lactose, casein)

LIQUID

Beverages Non-alcoholic

Fruits & Vegetables JuiceSoft Drinks (Carbonated)Bottled WaterCoffee / Tee (instant)

Beverages AlcoholicBeerWineSpirits

SOLID

Raw FoodMeat / PoultryFish / ShrimpFruits / Vegetables

Processed Food

Bakery / DoughConfectionaryConvenience FoodBaby Food (non-milk formula)Animal FatsEdible Oils

Food IngredientsStarchSugarOther Food Ingredients





Energy

OIL & GAS

Oil / Gas

LNG LiquefactionLNG Re-GasificationPipelines / DistributionOil-ExtractionGas ProductionRefinery

BiofuelsBiodieselBioethanolBiogas

POWER

Power Generators Diesel Power Generators

Thermal Power Plants

BiomassSolarGeothermalCoal FiredGas FiredOil FiredNuclearWaste-To-Energy

Power Distribution Transformer Oil Cooling





Other

PHARMA Pharma / BiotechPharmaBiopharmaPersonal Care

CHEMICALS Chemicals

Inorganic ChemicalsOrganic ChemicalsFine ChemicalsPetrochemicalPolymersIndustrial Process Separation

MARINE Marine

CruiserCargoOff-shoreOthers (Fishing trawlers)

CLIMATE & ENVIRONMENT

Climate

Comfort HVAC (Residential & Non-Residential / Cruiser)Processes HVAC (Industrial, IT, Telecom, Pharma, Biopharma)Refrigeration - Distribution / Storage / CargoRefrigeration - Leisure / Sports

Environment

Flue Gas CleaningGas Cleaning in Process IndustryWater Treatment CommunalWater Treatment IndustrialIndustrial Recycling of Liquids

OTHER INDUSTRIALSIndustry

Mining & Minerals / GlassMetallurgyIce PlantsPulp & PaperCement Production

Land Transportation LocomitivesMachinery for Construction


II. Further Growth Strategy – Main Focus on FoodPortfolio review


Stra

tegi

c A

ttrac

tiven

ess

Value Creation Potential

Hig

hLo

w

HighLow

Portfolio TodayPortfolio TodayDrive to full profit and

growth potential Drive to leadership or harvest

Sustain position and manage

for cashHarvest or divest

BU 1

BU 2

BU 4

BU 3

BU 5

Evaluation of strategic attractiveness and value creation potential of the business leads to a role definition with strategic options for the individual Business Units.


Agenda







0%

2%

4%

6%

8%

10%

12%

14%

16%

0% 2% 4% 6% 8% 10% 12% 14% 16% 18% 20%


III. Stronger Focus on Cash Flow and ROCEHigher margin-business not linked to higher cash

GEA PE

GEA ME

GEA HX

GEA FT

GEA w/o FS

GEA Group

GEA RT

Cas

h Fl

ow D

river

Mar

gin*

EBIT-Margin before PPA

* Cash-Flow-Driver Margin: (EBITDA – Capex +/- Delta Working Capital (LTM)) / Sales (P. 39)


0%

2%

4%

6%

8%

10%

12%

14%

16%

18%

20%

0,0 1,0 2,0 3,0 4,0 5,0 6,0 7,0 8,0

31

ROCE as product of EBIT-Margin and capital turnover Q1 2012 (LTM)

Capital turnover (Sales / Capital Employed* average LTM)* Capital employed excl. Goodwill from the acquisition of the former GEA AG by the former Metallgesellschaft AG in 1999

EBIT

-Mar

gin

befo

rere

stru

ctur

ing

(LTM

)

10% ROCE15% ROCE20% ROCE

70% ROCE

60% ROCE

50% ROCE

RT: 19.8%PE: 53.4%

ME: 48.9%

HX: 17.6%

FT: 10.2%


III. Stronger Focus on Cash Flow and ROCEROCE development Q1 2012 (LTM)

GEA w/o FS: 26.1%


Agenda







IV.New Bonus System – Additional Financial TargetsElements of new bonus system



IV.New Bonus System – Additional Financial TargetsElements of new bonus system

34

2012 2013 20142010 2011

Weight of the three bonus components (%ppts of X, Y, Z) depends on management level scoring



IV.New Bonus System – Additional Financial Targets1) Individual targets



IV.New Bonus System – Additional Financial Targets2) GEA share price performance



IV.New Bonus System – Additional Financial Targets2) GEA share price performance

37

*Source: Thomson Reuters (Sales: FY 2010; market capitalization exclusively based on free float)

Unternehmen Umsatz*(in Mio. €) Mitarbeiter* Marktkapitalisierung

30.09.2011 (in Mio. €)*Aalberts Industries N.V. 1.683 11.536 1.218ABB Ltd 23.547 116.500 29.876AF B 481 4.475 352Alfa Laval AB 2.741 12.618 4.971ALSTOM S.A. 20.923 94.648 7.326Andritz AG 3.554 14.655 3.203Atlas Copco 7.748 32.790 11.213Beijer Alma 254 1.397 311Bodycote 583 5.603 549Bucher Industries 1.626 7.899 1.235CHF n/a n/a n/aCargo Tec Corp 2.575 9.954 1.004CHARTER INTERNATIONAL PLC 2.007 12.407 1.682Cramo 492 2.131 264Danieli & CRSP 3.079 9.392 636Demag Cranes 1.062 6.456 1.235Fenner 812 n/a 698Fiat Industrial Pref n/a n/a n/aFiat Industrial RNC n/a n/a n/aFiat Industrial 21.342 62.123 6.188Frigoglass 457 5.418 271GEA Group Aktiengesellschaft 4.418 20.386 3.247Georg Fischer Ltd. 2.757 12.908 1.073Gildemeister 1.377 5.445 577Heidelberger Druck 2.629 15.828 368IMI PLC 2.231 14.653 2.647Interpump Grp 425 2.492 416KONE Corporation 4.987 33.755 7.963Konecranes Plc 1.546 10.042 961Kongsberg Gruppen 1.987 5.681 1.561KRONES 2.173 10.575 1.236MAN SE 14.675 45.693 8.231Marel 600 3.359 545Metka 614 328 291Metso 5.552 28.593 3.321Meyer Burger Technology 661 1.276 907

OC Oerlikon 2.251 16.657 1.387Outotec Oyj 970 3.130 1.209Palfinger 652 5.045 568Pfeiffer Vakuum Technology 220 2.237 653Ramirent 531 3.048 504Rational 350 1.092 1.927RHI 1.523 7.266 597Rieter 1.991 12.804 511ROTORK P.L.C 444 1.869 1.560Sandvik Aktiebolag 9.164 47.064 10.299SCANIA Aktiebolag 8.667 31.012 4.308Schindler Holding Ltd. n/a n/a 3.871Seco Tools 650 5.306 819Semperit 689 7.008 617SGL Carbon SE 1.382 6.285 2.624SKF INC 6.767 44.742 5.858SPIRAX-SARCO ENGINNEERING PLC 688 n/a 1.615Sulzer Ltd 2.546 13.740 2.651Tomra Systems 448 2.027 718Trelleborg Aktiebolag 3.015 20.042 1.182Vaisala 253 1.367 256VALLAOUREC S.A. 4.491 20.561 5.180Volvo 29.355 90.409 10.850

Vossloh 1.351 4.906 1.096

Wartsila 4.553 17.528 3.533

WEIR Group 1.908 11.789 3.801

Zardoya Otis 863 5.602 3.508

GEA 4.418 20.386 3.247

Umsatz* (in Mio. €) Mitarbeiter* Marktkapitalisierung

30.09.2011 (in Mio. €)*1. Quartil 651 4.906 612Median 1.683 9.954 1.235Durchschnitt 3.853 17.606 2.9553. Quartil 3.316 17.528 3.514

GEA Quantilsrang 0,78 0,79 0,71

Companies listed in the STOXX® Europe TMI Industrial Engineering*Companies Sales*

(mEUR) Employees* Market capitalization30.09. 2011 (mEUR)*

Sales*(mEUR)

Employees*

Market capitalization30.09. 2011 (mEUR)*

Average



IV.New Bonus System – Additional Financial Targets3) Focus on CFD margin & on ROCE to create value


IV.New Bonus System – Additional Financial Targets3) Focus on CFD margin & on ROCE to create value

39

ROCE Target: 19%

Min: -5% pts

Max: +5% pts

Target CFD-Margin8%

Max. CFD-Margin13,25%

Min. CFD-Margin4,5%

100%

Cap:

250%



0%

2%

4%

6%

8%

10%

12%

14%

16%

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65%


IV. New Bonus System – Additional Financial Targets3) Focus on CFD margin & on ROCE to create value

Ø ROCE last 36 monthsGEA Group Set Point: 19%

Ø CFD-Margin last 36 monthsGEA Group Set Point: 8%

GEA PE

GEA ME

GEA HX

GEA FTGEA RT

Cas

h Fl

ow D

river

Mar

gin

(LTM

)

ROCE* (LTM)* Capital employed excl. Goodwill from the acquisition of the former GEA AG by the former Metallgesellschaft AG in 1999

ROCE* and Cash Flow Driver Margin Ø 2009-2011

Documents

02 gea%20cmd%202012%20 %20presentation%20ceo%20juerg%20oleas%20final%20per%202012 06 26 tcm11 25476