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Capital Markets Day 2019
Vagner Rego, Business Area President
Compressor Technique
Agenda
November 26, 2019
Atlas Copco Capital Markets Day
Facts in brief 1
The market and business fundamentals 2
Strategy for growth3
Summary4
2
Facts in brief
Compressor Technique
Atlas Copco Capital Markets Day4
Growth drivers Orders, revenues and operating margin
• Industrial production
• Need for reduced energy consumption
• Innovation
• Leverage investments in presence
• Service offer
• Further expand the core organically
and with acquisitions
• Digital value creation
• People development
November 26, 2019
ROCE93%
0%
5%
10%
15%
20%
25%
30%
0
2 500
5 000
7 500
10 000
12 500
15 000
Q12017
Q22017
Q32017
Q42017
Q12018
Q22018
Q32018
Q42018
Q12019
Q22019
Q32019
Orders received, MSEK Revenues, MSEK Operating margin, %
Orders received – Local currency Q3 2019
Atlas Copco Capital Markets Day5
November 26, 2019
27% 41% 32%SHARE OF ORDERS RECEIVED YEAR TO DATE:
= Q3 Year-on-Year
= Q3 VS. Q2
+7%% +7%
+13%
-5%
+15%
• Compressed air is often referred to as the 4th utility
‒ We serve all industry segments
• Largest technology range
‒ Application driven solutions
‒ Small to big industries
• Providing Total Solutions
‒ Quality air treatment
‒ Industrial Gases
• Strong service organization
‒ Global market coverage
The market we operate in
November 26, 2019
Atlas Copco Capital Markets Day6
18%26%
29%
11%
2%
14%
General manufacturing
MotorVehicle
Process industry
Construction
Service
Other
Orders received by customer
category
* Share of orders received 12 months ending September 2019.
Traditional industries
November 26, 2019
Atlas Copco Capital Markets Day7
…many more
Automotive
Textile
Marine
Brewery
Oil & Gas
Pharmaceutical
Medical
Railway
Pulp and Paper
PET Bottle Blowing
Food and Beverage
Fish Farming
Wastewater treatment
Chemical and Petrochemical
New technology industries
November 26, 2019
Atlas Copco Capital Markets Day8
Laboratories
Electronics
Laser Cutting
Battery cell production
Process Automation
Robotics
Packaging Automation
Control Engineering
…many more
Automatization & Industry 4.0
bring lots of opportunities for
pneumatic controls andcompressed air
Applications Waste water treatment – Blower technologies
November 26, 2019
Atlas Copco Capital Markets Day9
Traditional solution
Simple & reliable
Energy efficient solution
Low cost of ownership
Premium solution
Lowest cost of ownership
On-site Nitrogen Generator
Applications
November 26, 2019
Atlas Copco Capital Markets Day10
Total Cost
N2/O2 consumption
On-site investment
Bottle supply Liquid supply On-site generation
Proven technology
‒ Simple
‒ Reliable
‒ Durable
Purity in line withapplication needs
Low operating costs
ATLAS COPCO COMPRESSOR TECHNOLOGY
Our product offering
Atlas Copco Capital Markets Day11
November 26, 2019
OILLUBRICATED
100%OIL FREE
TECHNOLOGIES
Screw
Piston
Scroll
PRESSURE
POWER
LARGESTPRESSURE RANGE
LARGESTPOWER RANGE
AIR QUALITY
Dryers
Filters
Ancillaries
Condensatetreatment
Nitrogen
Oxygen
MONITORING& CONTROL
Energyrecovery
Connectivity
Centralcontrol
Industry 4.0integration
SERVICE
Global presence
World class logistics
Service plans
Certified technicians
Diagnostic services1 kW 20 MW
0.1 bar 400 bar
Tooth
Lobe
Centrifugal
Recent product launches
Atlas Copco Capital Markets Day12
More than 40 new products launched during the last 12 months
November 26, 2019
Sustainable profitable growth
GROSS DOMESTIC PRODUCT PER CAPITA
Trends and driving forces
November 26, 2019
Atlas Copco Capital Markets Day14
SUSTAINABILITY
Trends and driving forces
Atlas Copco Capital Markets Day15
November 26, 2019
ENERGY CONSUMPTION
INVESTMENT
INSTALLATION
MAINTENANCEENERGY SAVINGS
Focus and priorities
Atlas Copco Capital Markets Day16
November 26, 2019
RE-PURCHASE PURCHASESELECTION
INSPIRE
UNDERSTAND
ATTRACTDELIVERY
INSTALLATION
MAINTAIN
RECOMMEND
USE BUY
Customer requirements
November 26, 2019
Atlas Copco Capital Markets Day17
INCREASED
PRODUCTIVITY
ELIMINATE
RISKS
REDUCED
OPERATING COST
PROTECT
ENVIRONMENT
Maximum Uptime
Performance Increase
Guaranteed Air Quality
Service Agreements
Energy Savings
Eliminate Breakdown Cost
Energy Savings
Environmental Footprint
Strategy for profitable growth – Summary
GROWTH
18November 26, 2019
Atlas Copco Capital Markets Day
Innovation for Reduced TCO
Expanding Applications
Increased Presence
Service Offering
Digitalization
Modular Product Design
Lean Management
Digitalization of Processes
OPERATIONAL EXCELLENCE
November 26, 2019
Atlas Copco Capital Markets Day19
ENERGY COST
PRODUCTIVITY
CUSTOMER VALUE GA 90-160 (VSD+)
November 26, 2019
Atlas Copco Capital Markets Day20
Reliability
November 26, 2019
Atlas Copco Capital Markets Day21
– Separate cool oil flow to bearings
– Longer bearing life
– IP66 Drive train (toughest conditions)
– Oil cooled motors (no greasing)
Efficiency
November 26, 2019
Atlas Copco Capital Markets Day22
– Smart Injection oil system
– Optimum efficiency
– IE4 & IE5 motors
– Highest efficiency classes
Serviceability
November 26, 2019
Atlas Copco Capital Markets Day23
GA90 – 160(VSD+)
November 26, 2019
Atlas Copco Capital Markets Day24
5% energy reduction
Saving 3,360 euro per annum
VSD 35% reduction compared tofixed speed compressors
TOTAL 40%Saving 26,880 euro per annum
compared to old fixed speed range
Environmental savings
40%energy saving =
268,800 kWh
of electricity or
carbon dioxide
reduction of
190 metric tons
November 26, 2019
Atlas Copco Capital Markets Day25
Calculation based on 160 Kw, 8000 Operating Hours, Electrical Cost 0.1 Euro, working 70% average load
Strategy for profitable growth – Service
Atlas Copco Capital Markets Day26
November 26, 2019
Increase Customer Productivity
Well maintained compressed air installations withincreased reliability
- - - - - - - - - - - - - - - - - - - - - - - -
Guaranteed maximum uptime through fast and professional service response Interaction
Reduce Total Operating Cost
Energy savings through optimizing the efficiency of the complete compressed air installation
- - - - - - - - - - - - - - - - - - - - - - - - - -
Service Plan agreements to ensure optimal compressor operations
Atlas Copco Capital Markets Day27
November 26, 2019
Compressor Technique – Service CAGR Service
8%Equipment
5%
0%
10%
20%
30%
40%
50%
60%
0
5 000
10 000
15 000
20 000
25 000
30 000
2010 2011 2012 2013 2014 2015 2016 2017 2018 Sep. 2019
12M
Equipment revenues, MSEK
Service revenues, MSEK
Service, share of revenues, %
Strategy for profitable growth – Service
Atlas Copco Capital Markets Day28
Our service offering
November 26, 2019
Hig
hLo
w
High LowLIFE CYCLE COST
MA
CH
INE
AV
AIL
AB
ILIT
Y
GENUINE PARTS
CUSTOMERSUPPORT PLANS
AIR OPTIMIZATION
MONITORING & CONTROL
Strategy for profitable growth – Service
Atlas Copco Capital Markets Day29
Connectivity
November 26, 2019
>130.000CONNECTIONS
More Service Leads
Customer Loyalty
>98% Uptime
Additional Revenue
Employee Engagement
PeopleDevelopment
Leadership
Talent Acquisition& Pipeline
Learning Organization
People Key Focus Areas
71% employees believe there is opportunity for professional development, mobility and growth.73% employees believe we have a culture of respect, fairness and openness.
>85% usage of curated learning paths developed for target employee populations.LinkedIn learning available throughout the organization.
Top 350 leaders all have an individual development plan.Leadership development courses in place.
Talent pipeline for future BLM’s and GM’s.Development plans for potential successors for business critical roles.Diversity & inclusion : Master in Marketing & Sales programs.
November 26, 2019
Atlas Copco Capital Markets Day30
Summary – Compressor Technique
November 26, 2019
Atlas Copco Capital Markets Day31
• Diversified market place
• Growing number of applications
• Broad product portfolio
• Focus on innovation
• Complete solution provider
• People are key
atlascopcogroup.com
Forward looking statements
“Some statements herein are forward-looking and the actual outcome could be materially different. In addition to the factors
explicitly commented upon, the actual outcome could be materially and adversely affected by other factors
such as the effect of economic conditions, exchange-rate and interest-rate movements, political risks, the impact of competing
products and their pricing, product development, commercialization and technological difficulties, supply disturbances, and major
customer credit losses.”
33