Investor update Q2 2014


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Investor Update Q2 2014 results Ton Büchner July 23, 2014

Agenda 1.

Q2 2014 highlights

2.

Operational and financial review

3.

Conclusion

4.

Questions

Investor Update Q2 2014 results

2

Q2 2014 highlights •

In Q2, volumes were positive in all three Business Areas



Revenue down 4 percent, mainly due to 5 percent adverse currency effects



Operating income €353 million (2013: €322 million) reflecting increased volumes and benefits from improvement actions



Return on sales (ROS) improved from 8.3 percent to 9.5 percent. Restructuring costs were €45 million (2013: €40 million). Excluding these, ROS is 10.7 percent (2013: 9.3 percent)



Net income attributable to shareholders was €205 million (2013: €184 million on a comparable basis), mainly due to higher operating income



Adjusted EPS increased 23 percent to €0.95 (2013: €0.77 adjusted for an incidental tax gain)



Net cash inflow from operating activities was €393 million (2013: €261 million)



On track to deliver 2015 targets despite the strong euro and expected continued fragile economic environment

Investor Update Q2 2014 results

3

The majority of global manufacturing output is still anticipating expansion Purchase Managers’ Index (PMI)* June 2014 60 US UK Spain Taiwan Italy

Japan Germany

Manufacturing PMI

China

50

South Korea

Mexico India

Russia

Turkey Australia

Sweden

Netherlands

Indonesia

Greece

France Brazil

40

• Greece, Brazil, Turkey and France anticipating contraction

• Expansion expected for most countries, led by US and UK

*Bubble size=manufacturing output, 2014e (US$bn: 2005 prices) Sources: Oxford Economics, HSBC [China], Markit [US]

Investor Update Q2 2014 results

4

Consumer confidence levels in parts of Europe are low, but rising, while confidence in Latin America is declining

Consumer confidence, Q2 2014 Figures below 100 indicate some degree of pessimism 120

Recent trends compared to Q2 2013

100 80 60

128

111

104

100

40

96

90

84

81 60

20 0 India

Source: Nielsen

China

US

Brazil

Germany

UK

Sweden

Netherlands

France

Investor Update Q2 2014 results

5

~44% of revenues

~16% of revenues

New Build Projects

Automotive OEM, Parts and Assembly

Maintenance, Renovation & Repair Building Products & Components

~16% of revenues Consumer Durables Consumer Packaged Goods

Automotive Repair Marine and Air Transport

~24% of revenues Natural Resource and Energy Industries Process Industries

Investor Update Q2 2014 results

6

Q2 2014 revenue and operating income € million

Q2 2014

Δ%

Revenue

3,710

-4

353

10

Q2 2014

Q2 2013

9.5

8.3

Return on sales (excluding restructuring costs)

10.7

9.3

Moving average return on investment

10.1

7.7

Operating income Ratio, % Return on sales

Increase

Decrease

Revenue development Q2 2014 vs. Q2 2013 +3%

Volume

-1%

Price/Mix

-1%

-5%

-4%

Acquisitions/ Divestments

Exchange rates

Total

Investor Update Q2 2014 results

7

Market conditions remain challenging but volumes continued to improve in all Business Areas Quarterly volume development in % year-on-year

2013 2014

6

+4%

+3%

+3%

+1%

2 -2 -6

Decorative Paints

Performance Coatings

Specialty Chemicals

AkzoNobel

Quarterly price/mix development in % year-on-year

5 2

+2% -3%

-1%

-1%

-1 -4

Decorative Paints

Performance Coatings

Specialty Chemicals

AkzoNobel

Investor Update Q2 2014 results

8

Foreign exchange rates continued to negatively impact our revenues in Q2 Quarterly foreign exchange rate development in % year-on-year

2013 2014

4 0

-5%

-5%

-5%

-4%

-4 -8

Decorative Paints

Performance Coatings

Specialty Chemicals

AkzoNobel

• Higher volumes were offset by a 5 percent negative impact from adverse currency effects in Q2 • The effects were visible in all Business Areas and largely driven by our exposure to high growth markets

Investor Update Q2 2014 results

9

1H 2014 operating income bridge Operating Income bridge 1H 2013 – 1H 2014 € million

600

500

Increase Decrease

42

(53)

76

Currency / Acq / Div

Volume

(17) (20)

2

569

539

400

300 0

1H 2013

Price/Mix

Raw materials

* Other includes additional benefits from restructuring, wage inflation, one-off’s, and depreciation and amortization

Additional restructuring costs

Other

1H 2014

Investor Update Q2 2014 results 10

Financial targets – progress made to date Return on sales – 2015 target 9.0% AkzoNobel

16

12 8.0

7.4 8

5.9

12

FY2012

9.5

8.9

7.8

8

4

1H2013 1H2014

4 0

0 %

Return on investment – 2015 target 14.0%*

FY2012

1H2013

1H2014

%

FY2012

1H2013

1H2014

Return on sales

Business Areas

16 12 8 4 0 %

6.9

9.5

10.5

11.0

9.0

8.8

10.6

6.1

2.2

Decorative Paints

Performance Coatings

Specialty Chemicals

Return on investment 32 21.7

24

21.0

22.1 13.6

16

13.6

6.2

8

3.0

0 %

Decorative Paints **

2.7

11.5

Performance Coatings

* Adjusted for 2012 impairment charge (€2.1 billion), 2013 impairment charge (€139 million) and sale of Building Adhesives ** Adjusted for 2012 impairment charge (€2.1 billion) and sale of Building Adhesives *** Adjusted for 2013 impairment charge (€139 million)

Specialty Chemicals *** Investor Update Q2 2014 results 11

Decorative Paints Quarterly developments • Exiting low margin contracts improved return on sales, but negatively impacted reported volume growth • Restructuring charges at €23 million are similar to last year (2013: €24 million). Underlying ROS% improves from 10.7% in Q2 2013 to 11.6% in Q2 2014 • Exiting the German stores has a positive impact on return on sales and a temporary negative price/mix impact on revenues • In order to address difficult market conditions in France, we are rebranding our stores and are seeing signals that this is having a positive effect • The sale of Building Adhesives had an impact of €49 million on revenues and €5 million on operating income

Investor Update Q2 2014 results 12

Decorative Paints Q2 2014 highlights =

€ million Revenue Operating income Ratio, %

Q2 2014

Δ%

1,074

-9

102

0

Q2 2014

Q2 2013

9.5

8.7

11.7

10.7

Return on sales Return on sales (excluding restructuring costs)

• Volumes up 3 percent compared with previous year • Revenues down 9 percent due to divestments and adverse currency effects • Price/mix driven by the sale of the German stores • Operating income flat, but return on sales higher than the previous year as a result of restructuring activities in Europe and improved margins

Increase

Revenue development Q2 2014 vs. Q2 2013 +3%

-3%

Decrease

-4% -4%

Volume

Price/Mix

Acquisitions/ Divestments

-5%

-9%

Exchange rates

Total

Investor Update Q2 2014 results 13

Performance Coatings Q2 2014 highlights € million

Q2 2014

Δ%

Revenue

1,434

-2

178

9

Operating income Ratio, %

Q2 2014

Q2 2013

Return on sales

12.4

11.2

Return on sales (excluding restructuring costs)

13.6

11.5

• Volumes increased 1 percent compared with previous year • Revenues down 2 percent, primarily due to adverse currency effects

• Operating income up 9 percent, return on sales at 12.4 percent (2013:11.2 percent) • Operating efficiencies visible despite higher restructuring charges

Increase

Revenue development Q2 2014 vs. Q2 2013

Decrease

+1%

+2%

0% -5% -2%

Volume

Price/Mix

Acquisitions/ Divestments

Exchange rates

Total

Investor Update Q2 2014 results 14

Specialty Chemicals Q2 2014 highlights € million

Q2 2014

Δ%

Revenue

1,228

-2

124

2

Q2 2014

Q2 2013

Return on sales

10.1

9.7

Return on sales (excluding restructuring costs)

10.2

9.6

Operating income Ratio, %

Increase

Revenue development Q2 2014 vs. Q2 2013

Decrease

• Volumes up 4 percent compared with the previous year • Revenues down 2 percent, mainly due to adverse currency effects • Operating income up 2 percent at €124 million, due to cost control and operational efficiencies • Continuous improvement measures continue in all businesses • Start up of Imperatriz Chemical Island in Brazil and start up of commissioning in chlorine membrane electrolysis plant in Frankfurt

-1%

-1% +4%

Volume

Price/Mix

Acquisitions/ Divestments

-4%

-2%

Exchange rates

Total

Investor Update Q2 2014 results 15

Divestment of Paper Chemicals business •

Following a strategic review of the business’ fit within our portfolio we announced the intended sale of our paper chemicals business to Kemira for €153 million



Paper chemicals, part of the pulp and performance division within Specialty Chemicals, generated annual revenues in 2013 of €243 million



The sale does not include our pulp bleaching business nor the specialties business, which we consider as core



The transaction is expected to be completed in approximately six months

Investor Update Q2 2014 results 16

Summary – Q2 2014 results € million

Q2 2014

Q2 2013

509

474

(156)

(152)

-

-

Operating income

353

322

Net financing expenses

(40)

(33)

Minorities and associates

(18)

(19)

Income tax

(89)

38

(1)

121

Net income attributable to shareholders – as reported

205

429

Net income attributable to shareholders – comparable*

205

184

Q2 2014

Q2 2013

Adjusted earnings per share (in €) – as reported

0.95

1.37

Adjusted earnings per share (in €) – comparable*

0.95

0.77

EBITDA Amortization and depreciation

Incidentals

Discontinued operations

Ratio

* Q2 2013 adjusted for incidental tax gain and profit on the sale of North America Decorative Paints and other items in discontinued operations

Investor Update Q2 2014 results 17

Cash flows Q2 2014 € million

Q2 2014

Q2 2013

Profit for the period from continuing operations

230

333

Amortization and depreciation

156

152

(2)

(123)

Change working capital

• Pension provisions

(27)

(19)

• Restructuring

(14)

(16)

• Other provisions

(19)

(3)

Change provisions Other changes Net cash from operating activities

Capital expenditures Acquisitions and divestments net of cash acquired Changes from borrowings Dividends Other changes Cash flows from discontinued operations Total cash flows

(60)

(38)

69

(63)

393

261

(150)

(168)

-

7

(22)

(59)

(175)

(178)

3

11

(11)

779

38

653

Investor Update Q2 2014 results 18

IAS 19 pension deficit slightly higher in Q2 2014 Key pension assumptions metrics

Q2 2014

Q1 2014

Discount rate

4.0%

4.1%

Inflation rate

3.1%

3.1%

Pension deficit development during Q2 2014 € million Decrease Increase

(1,057)

(1,139)

1

Deficit end Q1 2014

Top-ups

159

(269)

Asset return over Discount rates P&L

43

(16)

Inflation

Other

Deficit end Q2 2014

Investor Update Q2 2014 results 19

Conclusion • Volume development positive in all three Business Areas • Return on sales and return on investment improved in all Business Areas • Continuous improvement programs are ongoing in all businesses, with expectation of at least €250 million restructuring costs in 2014 • Continued investment in sustainability and innovation will help to further enhance our operational efficiency and stimulate organic growth and will also boost our market leading positions • We are on track to deliver the 2015 targets despite a strong euro and expected continued fragile economic environment

Investor Update Q2 2014 results 20

Questions

Investor Update Q2 2014 results 21

Safe Harbor Statement This presentation contains statements which address such key issues as AkzoNobel’s growth strategy, future financial results, market positions, product development, products in the pipeline, and product approvals. Such statements should be carefully considered, and it should be understood that many factors could cause forecasted and actual results to differ from these statements. These factors include, but are not limited to, price fluctuations, currency fluctuations, developments in raw material and personnel costs, pensions, physical and environmental risks, legal issues, and legislative, fiscal, and other regulatory measures. Stated competitive positions are based on management estimates supported by information provided by specialized external agencies. For a more comprehensive discussion of the risk factors affecting our business please see our latest Annual Report, a copy of which can be found on the company’s corporate website www.akzonobel.com.

Investor Update Q2 2014 results 22

Appendices

Investor Update Q2 2014 results 23

Restructuring charges by quarter* Q1

Q2

Q3

Q4

FY 2013

7

24

8

66

105

22

23

45

11

5

9

77

102

15

17

32

1

0

46

27

74

7

2

9

Other

10

11

12

34

67

0

3

3

Total

29

40

75

204

348

44

45

89

€ million Decorative Paints Performance Coatings Specialty Chemicals

*

2013 charges related to Performance Improvement Program

Q1 2014

Q2 2014

YTD 2014

Investor Update Q2 2014 results 24

Effects from Building Adhesives on FY 2013 results € million

Q1

Q2

Q3

Q4

FY 2013

Revenue

45

49

47

-

141

4

5

3

-

12

Operating Income



Divestment completed on October 1st, 2013



Results still included in 2013 financials, impact on 2014 revenue development visible through acquisitions/divestments

Investor Update Q2 2014 results 25

Q2 2014 Operating income – Cash bridge € million

Operating Income

Q2 2014

Q2 2013

353

322

-

-

Depreciation & amortization

156

152

EBITDA before incidentals

509

474

Other

15

14

Change working capital

(2)

(123)

Change provisions

(60)

(38)

Interest paid

(17)

(27)

Income tax paid

(52)

(39)

Net cash from operating activities

393

261

Incidentals

Investor Update Q2 2014 results 26

Innovation Pipeline Q2 2014 Decorative Paints – Rubbol Satin Key Features

Customer Benefits

Growth Potential

• Cobalt-free technology

• Long-lasting paint film

• High whiteness and low yellowing

• Very easy to apply

• Launched by Sikkens France in March 2014

• Creamy aspect

• Very good opacity and edge covering

• Good mechanical resistance

• Best indoor air quality rating: A+ • Available in ready mixed White and 3 Acomix base paints

• Further launches planned under French professional brands Levis and Astral

• Additional launches expected in other European countries, e.g. Germany and Belgium

A high performance, soft-sheen, solvent-based lacquer for interior use in the professional market

Investor Update Q2 2014 results 27

Innovation Pipeline Q2 2014 Vehicle Refinishes – Sikkens AutoClear 2.0 Key Features •







Customer Benefits

High-performance clearcoat • Greater efficiency in bodyshop finish based on patented processes: binder technology − reduced mixing and drying times Combines quick and easy − immediate handling, polishing and application with outstanding reassembly after drying drying characteristics • Reduced waste and energy Unique environmental costs advantages through 17.5 • Improved booth occupancy percent renewable ingredients through increased scheduling Drawn on experience by flexibility working together as partner with the McLaren Formula One racing team

Growth Potential • Product gradually launched in Europe in 2014 • Future-proof platform, strengthening the position in mature markets

Sustainable clear coat system with outstanding drying characteristics & appearance Investor Update Q2 2014 results 28

Innovation Pipeline Q2 2014 Surface Chemistry – DERMACRYL® 2.0 Key Features

Customer Benefits

Growth Potential



Waterproofing film-former designed for use in ethanolbased sunscreens



Improved skin feel



Launched globally in 2014



Protection from exposure to sunlight as well as water





Higher sun protection factor (SPF) performance in ethanolbased systems vs competition



Less UV actives for higher SPF performance

Builds on the market-leading position of our DERMACRYL® 79 technology



Improved aesthetics - lower formulation tack and shine



Potential formulation cost savings



Provides water barrier protection



Patent pending

Enhanced performance and improved economics in ethanol-based sunscreen formulations Investor Update Q2 2014 results 29

Our proposition: Leading market positions delivering leading performance AkzoNobel has gone through a significant amount of strategic change over the past five years Today, the company has • Excellent portfolio of businesses • Good long term growth potential on the basis of end-user segment growth • Strong positions in high growth markets (44% of revenue) • Leadership positions in many markets • Clear leader in sustainability • Track record of delivering sustainable innovations and products • Strong brands, both in consumer and industrial markets Clear focus to deliver on our significant potential • Improved returns and cash flow • Leveraging scale • Simplification and standardization • Continued innovation

Investor Update Q2 2014 results 30

Realistic 2015 financial targets focused on quality of earnings and value creation Return on sales (Operating income/revenue) %

Return on investment (Operating income/average 12 months invested capital) %

12

16

8

9.0 5.9*

12

6.6

Net debt/EBITDA x

14.0 8.9*

9.6

2

8

4 0

0 2013

2015

< 2.0 1.4

1.0

1

4 2012

3

0 2012

2013

2015

2012

2013

2015

On track to achieve 2015 targets * 2012 excluding impairment (€2.1 billion) and after IAS19

Investor Update Q2 2014 results 31

AkzoNobel strategy introduced in 2013

• Organic growth • Operational excellence

Investor Update Q2 2014 results 32

AkzoNobel today • • • •

Revenue €14.6 billion 49,560 employees 44% of revenue from high growth markets Major producer of Paints, Coatings and Specialty Chemicals • Leadership positions in many markets

Revenue by Business Area

Operating income by Business Area

Invested capital by Business Area 12% 24%

24% 34%

38%

Decorative Paints

43%

Specialty Chemicals

36%

33%

Performance Coatings

28%

Other

28%

6.6% Return on sales (operating income/revenue)

9.6% Return on investment (Operating income/average 12 months invested capital) Investor Update Q2 2014 results 33

The global paints and coatings market is around €80 billion By market sector 2013, 100% = €80 billion

Specialty Finishes

By end-user segment 2013, 100% = €80 billion

Yacht Aerospace Packaging Coil

Industrial Consumer Goods

Decorative Paints (42%)

Marine Wood

Buildings and Infrastructure

Automotive OEM

Powder Transportation Vehicle Refinish

Performance Coatings (58%)

General Industrial

Protective

Source: Orr & Boss; management analysis Auto OEM excludes Automotive Plastics. Specialty Finishes includes both Auto and Non-Auto plastics

Investor Update Q2 2014 results 34

AkzoNobel has many leading market positions No.1 Position

Decorative

Multiple regions outside North America North America*

Other key players PPG, regional players

Sherwin-Williams

PPG, regional players

Protective

Sherwin-Williams, Jotun

Powder

Axalta, Jotun, regional players

Auto refinish

Axalta

PPG, AkzoNobel

Wood

Sherwin-Williams, Valspar

Marine

Jotun, Chugoku

Coil

PPG, Beckers

* AkzoNobel not present with North America divestment to PPG

Investor Update Q2 2014 results 35

High growth markets are 44% of revenue and their importance will increase % of 2013 revenue 38% Mature Europe

15% North America

8% Emerging Europe

25% Asia Pacific 11% Latin America

3% Other regions

Share of revenues from high growth markets will increase over time Investor Update Q2 2014 results 36

In aggregate variable costs represent 53% of revenue Profit and loss breakdown* % of total

• AkzoNobel is well positioned for economic recovery

100%

• Variable costs represent 53% of revenue, down from 54% in 2012

• Decorative Paints is more driven by personnel costs in the distribution network, while Specialty Chemicals has more production costs 0% Decorative Paints

Performance Coatings

Specialty Chemicals

AkzoNobel

EBIT margin Selling, advertising, administration, R&D costs Fixed production costs Raw materials, energy and other variable costs

* Rounded percentages

Investor Update Q2 2014 results 37

We are actively addressing all components of operating expenses Operating expenses € 4.7

Operating expense components

Addressed by

General & Administrative

Selling Expenses

Research, Development & Innovation

€ 1.4

€ 3.0

€ 0.4

Global Business Services

Commercial Excellence Initiatives

Drives organic growth * All costs in € billion for 2013

Investor Update Q2 2014 results 38

Drive towards continuous improvement and commercial excellence • Restructuring activities to continue into 2014, moving into continuous improvement which will enable us to achieve the 2015 targets – 2014 restructuring charges expected to total at least €250 million and will be more evenly spread over the year and Q1 2014 will be higher than the same quarter last year – Thereafter, more normalized levels of restructuring costs, around 1% of revenues Ongoing initiatives in 2014:

Commercial Excellence

• Delivering quality products and innovations to our customers at a lower cost to serve − Improve customer satisfaction − Drive organic growth − Improve margins − Sales and marketing productivity

Global Business Services

• Streamlining corporate functions (Finance, HR, IM et cetera) by introducing a new Global Business Services function responsible for implementing standardized core functional processes throughout the organization • Centers of Excellence, Shared Service Centers, Business Partnering

Investor Update Q2 2014 results 39

Sustainability is business; business is sustainability

of revenue by 2020 from products that are more sustainable for our customers than the products of our competitors

more efficient resource and energy use across the entire value chain by 2020 (measured by carbon footprint reduction)

(Resource Efficiency Index) A new indicator measuring how efficiently we generate value (expressed as gross profit divided by cradle-to-grave carbon footprint)

AkzoNobel ranked #1 again in the Dow Jones Sustainability Index for the Materials Industry group

Investor Update Q2 2014 results 40

AkzoNobel values drive cultural change

Investor Update Q2 2014 results 41

Leading performance; gaining momentum Historical issues • ROS below peers • Not earning our cost of capital • Inadequate free cash flow • Operating expenses too high • Not leveraging scale

Vision & Strategy • Organic growth • Operational excellence

Business Area Strategies

2015 Targets & Incentives • ROS 9% • ROI 14% • Operating income not adjusted EBITDA • CO₂ & Eco-premium products • Cash flow • Incentives aligned

Culture & Values • Customer Focused • Deliver on Commitments • Passion for Excellence • Winning Together

Business Area Expected Outcomes DP PC SC ROS 7.5% 12% 12% ROI 12% 25% 15%

Investor Update Q2 2014 results 42

Decorative Paints business at a glance Revenue by end-user sub-segment

Revenue by geographic spread

8%

16%

4%

Mature Europe

Maintenance, renovation and repair 14%

Asia Pacific 49%

New build projects

84%

Decorative Paints key figures € million

2013

Revenue

4,174

EBITDA Operating income

362 200*

Return on sales

4.8%*

Return on investment

6.9%*

Employees

16,240

* Excludes a €198 million gain on the sale of Building Adhesives

Latin America Emerging Europe Other regions

25%

Key messages • We are the global leader in size in the attractive global Decorative Paints market • We are pursuing a vision of becoming the leading global Decorative Paints company in size and performance • Strategic priorities: – Fix Europe – Grow profitably in high-growth markets Investor Update Q2 2014 results 43

The global Decorative Paints market is attractive in terms of size and growth Decorative Paints sales € billion



Used for protection as well as decoration



Consumption per capita driven primarily by the frequency of repainting



Demand growth closely correlated with GDP growth, consumer expectations



In high-growth markets, tends to outstrip GDP growth by up to 1.5x

50 40 30 20 10 0 2013 EMEA

North America

Source: Orr & Boss 2012; AkzoNobel analysis

2014 Latin America

2015 Asia Pacific

Investor Update Q2 2014 results 44

High-growth markets are growing well and are increasingly ‘trading up’ Paint market growth* $ billion

Paint market composition* % of total, by value



Paint markets in high-growth markets are still showing significant opportunities for growth



Spending power of the middle class in high-growth markets is increasing

100% 8% p.a.

75%

50%

25%

0% 2010

2010

2015 Economy

Mid-market

2015 Premium

Source: Orr & Boss, management estimates. * includes China, India, other emerging Asia-Pacific, Brazil, Argentina, other emerging Latin America, Middle East and Africa

Investor Update Q2 2014 results 45

In Decorative Paints we hold strong market positions across all regions Geographic size (€ billion)

AkzoNobel position

Europe*

12.2

1

South East Asia and Pacific

1.7

1

China and North Asia

6.4

2

Latin America

2.5

2

India and South Asia

2.8

3

Geographic area

* Europe includes Africa and Middle East

Investor Update Q2 2014 results 46

We are strong in the premium segment, but also compete successfully elsewhere AkzoNobel Decorative Paints revenue by segment % of revenue 100%

75%

50%

25%

0% Brazil

China Economy

Indonesia Mid-market

South Africa

Premium

Investor Update Q2 2014 results 47



We have a number of powerful, relevant brands occupying a number of positions across different markets (consumer, professional, and other such as woodcare)



Where possible, we have leveraged our scale and created a single global identity



We have rationalized our brand portfolio – concentrating our investment behind fewer, bigger, better brands

Professional

Our well-known brands are one of our key competitive advantages

Other



Consumer

We have very strong brands linked by a global approach to branding

Investor Update Q2 2014 results 48

Accomplishments to date Area

Beginning 2008

End 2013

Cost reductions*

n/a

> 200 million

Number of FTEs

25,800

16,240

100

59

>90,000

69,000

80

45

Warehouses

160

135

ERP systems

>40

1

Brands

SKUs Factories

* Related to Performance Improvement Program

Investor Update Q2 2014 results 49

Fix Europe Objectives: •

Improve performance by driving operational excellence and changing the operating model in Europe



Ensure that we are positioned for organic growth in mature European markets when the market recovers (e.g. UK)



Pursue organic growth in select countries where there are attractive opportunities today (e.g. Turkey, Poland)

Investor Update Q2 2014 results 50

Fix Europe Actions: •

Implement a central operating model and simplify our organizational structure



Consolidate our manufacturing and distribution footprint



Develop and implement standardized and efficient marketing and sales platforms



Redesign back office processes to support back office consolidation and restructuring



Maintain a strong focus on customers and markets through the transition period

Investor Update Q2 2014 results 51

Changing our operating model in Europe Action

2012

2013

2014

2015

Integrate relevant European activities and management Rationalize product portfolio and raw materials Rationalize manufacturing footprint Fully implement sales excellence Outsource certain finance businesses

Implement central operating model Leverage repeatable models globally

Investor Update Q2 2014 results 52

Grow profitably in high-growth markets Objectives: •

Outgrow the market



Ensure that we leverage our (global) scale to ensure that we improve relative profitability while we grow

Actions: •

Develop profitable mid-market business model(s)



Build and implement a robust distribution strategy framework



Leverage global marketing and innovation scale to win locally



Leverage our strong brands



Create and implement a digital marketing strategy

Investor Update Q2 2014 results 53

Performance Coatings business at a glance Revenue by end-user segment

14%

24%

Buildings and Infrastructure Transportation

25%

Revenue by geographic spread

11%

Mature Europe

27%

8%

Industrial

North America Asia Pacific

Latin America

Consumer Goods

37%

4%

30%

20%

Emerging Europe Other regions

Performance Coatings key figures € million

2013

Revenue

5,571

EBITDA

663

Operating income

525

Return on sales

9.4%

Return on investment

21.3%

Employees

21,360

Key messages • We have leading market positions • Strategic priorities include: – Performance improvement initiatives – Differentiated growth strategies

Investor Update Q2 2014 results 54

We are organized in four Business Units 2013 revenue by Business Unit Marine & Protective Coatings

• Protective • Marine • Yacht

Automotive & Aerospace Coatings

• Vehicle Refinishes • Specialty Finishes • Aerospace

Industrial Coatings

• Wood • Coil • Packaging

Powder Coatings

• Powder

Marine & Protective Coatings

32%

27% Automotive & Aerospace Coatings

Powder Coatings

17%

24% Industrial Coatings

Investor Update Q2 2014 results 55

The Performance Coatings market is based on twelve sectors Performance Coatings market sectors € billion, 2013 7

2013 total market size ~ €50 billion

6 5 4 3 2 1 0

AkzoNobel competes in these market sectors

Source: Orr & Boss 2011 for base data on market sectors; AkzoNobel analysis

Investor Update Q2 2014 results 56

The five year outlook for most sectors is positive Performance Coatings market sectors € billion, 2013

3-5 % (>GDP growth)

3% (at GDP growth) 7

See next slide

6 5 4

3 2 1 0 Protective

Vehicle Powder Refinishes

Wood

Source: Orr & Boss 2011 for base data on market sectors; AkzoNobel analysis

Marine

Specialty Finishes

Coil

Packaging Aerospace

Yacht

Investor Update Q2 2014 results 57

The Marine new build market may have now reached the bottom of the cycle... New build ship deliveries Million deadweight tons, 2007 = 95

-5.7%

?

-30.1% +18.4% p.a.

2007

08

09 Delivered

Source: Clarkson Research Services Limited, January 2014, AkzoNobel analysis

10

11

Range of outcome

12

13

14

On order

Investor Update Q2 2014 results 58

AkzoNobel is the global market leader in Performance Coatings, excluding Automotive Performance Coatings revenue € billion, 2013 unless noted 6 5 4 3 2 1 0

Non-Automotive * 2012 data Source: Annual Reports; AkzoNobel analysis

Automotive

Investor Update Q2 2014 results 59

AkzoNobel has many leading market sector positions in Performance Coatings Performance Coatings market sectors € billion, 2013

AkzoNobel market share position (by value) 2013

x

1 7

3 6

1 1

5 4

1/2

1

3

1 2

2

1/2

1

1

0 Protective

Vehicle Powder Refinishes

Wood

Source: Orr & Boss 2012 for base data on market sectors; AkzoNobel analysis

Marine

Specialty Finishes

Coil

Packaging Aerospace

Yacht

Investor Update Q2 2014 results 60

We successfully expanded our portfolio and global presence •

Performance Coatings has made four bolt-on acquisitions over the last few years that brought many benefits, including: – Expanding our global reach – Broadening our technology offering – Taking leadership positions – Extracting significant synergies, particularly in procurement

Acquisition

Business Unit

Year

Dow/Rohm & Haas

Powder

2010

Lindgens Metal Decorating Coatings and Inks Industrial Coatings

2010

Changzhou Prime Automotive Paint Co., Ltd

Vehicle Refinish

2010

Schramm & SCCP

Automotive & Aerospace

2011

* Adjusted for acquisitions

Investor Update Q2 2014 results 61

We have a strong business but there is room for improvement going forward What we have done over the last three years

Room for improvement over the next three years

Grown the business in a difficult market environment • Bolt-on acquisitions • Margin management actions

Grow volume organically

Reduced costs through the performance improvement program

Improve return on sales

Delivered strong return on investment on tight working capital management and prudent capital expenditure

Continue to deliver strong and stable return on investment

Investor Update Q2 2014 results 62

Drive performance improvement initiatives Initiative

Actions

Drive commercial excellence to increase sales effectiveness

Roll out a common set of commercial processes to deliver both organic growth and commercial efficiency

Deliver further complexity reduction and continuously reduce external spend

Use a cross-business, cross-functional approach to deliver complexity reduction and year-on-year savings in external spend

Continuously improve operational productivity

Embed standard processes and continuous improvement capabilities to achieve year-on-year savings exceeding inflation impact

Investor Update Q2 2014 results 63

Drive commercial excellence to increase sales growth and commercial efficiency

Sales force efficiency

Sales force effectiveness

Commercial excellence is a key value driver in Performance Coatings

Actions

• Best practice and competency training will be focused on business in growth markets



Best practice selling processes



Competency training



Margin management



Cost to serve aligned with customer segmentation

• Organizational efficiency will be focused on businesses in lower growth markets



Right sizing the sales organization

• Reduce sales and marketing cost

• Achieve profitable organic sales growth

Investor Update Q2 2014 results 64

Complexity reduction and continuously reduce external spend Performance Coatings

Actions

2013 Profit and loss breakdown* % of total

Drive further complexity reduction: • Harmonize recipes • SKU reductions

100%

Use a cross-functional approach to deliver year-on-year savings in external spend • Aggregate commodity spend • Develop and utilize alternate supply sources • Utilize value engineering • Develop local suppliers and localize raw materials spend

0% EBIT margin Selling, advertising, administration, R&D costs Fixed production costs Raw materials, energy and other variable costs

* Rounded percentages

Investor Update Q2 2014 results 65

Continuously improve operational productivity Supply Chain performance is a key element for success in Performance Coatings

Actions

• Supply Chain cost (Manufacturing, logistics and warehousing)

Embed standard processes and continuous improvement capabilities to achieve year-on-year savings exceeding inflation impact

• Inventory value



Continue footprint optimization



Embed continuous improvement at all sites



Standardize and optimize sales and operations planning



Reduce logistics and warehousing costs by leveraging synergy across AkzoNobel

Investor Update Q2 2014 results 66

Pursue differentiated growth strategies Outgrow the market organically • Marine • Protective • Powder • Specialty Finishes

Expected outcomes • Improved market share • Costs don’t grow as fast as revenue • Improved return on sales in percentage terms

Improve performance by driving operational excellence • Industrial (Wood, Coil, Packaging) • Vehicle Refinishes • Yacht • Aerospace

Expected outcomes • Growth with the market • Reduced absolute operating expenditure • Improved return on sales based on cost reduction

Investor Update Q2 2014 results 67

Business at a glance Revenue by geographic spread

Revenue by end user segment

18% 6% 57% 19%

5% 2% 10%

Buildings and infrastructure Transportation

Mature Europe North America 44%

Consumer goods Industrial

17%

Asia Pacific Latin America Emerging Europe Other regions

22%

Specialty Chemicals key figures € million

2013

Revenue

4,949

EBITDA

726

Operating income*

418

Return on sales*

8.5%

Return on investment*

11.6%

Employees

10,430

* Excludes incidentals

Key messages • Serving attractive markets, growing over the cycle

• Leading positions in five main platforms • 56% of revenues generated outside of mature Europe • Significant expansion investments now operational • Driving functional excellence

Investor Update Q2 2014 results 68

The chemical industry is large and growing Chemicals industry over time, by geography $ trillion

• $3.5 trillion market

Other

China

6.3

Asia Pacific North America

• Solution provider for society – manufacturing – food production

Western Europe

– climate change 3.4

• Continuous growth 1.3

• Strong growth in China

0.9

1990 CAGR (nominal)

Source: McKinsey

2000

2012

2020

6.6% %

7.4% %

6.8% % Investor Update Q2 2014 results 69

Five well positioned platforms in their industries Our Business Units

Our Platforms

Pulp & Performance chemicals

Bleaching Chemicals 60% of Pulp & Performance chemicals

Industrial Chemicals

Salt-chlorine chain 100% of Industrial Chemicals

Polymer Catalysts 40% of Functional Chemicals Functional Chemicals Ethylene Oxide Network 40% of Functional Chemicals

Surface Chemistry

Surfactants 85% of Surface Chemistry

Investor Update Q2 2014 results 70

Platforms operate world scale plants based on advanced technologies Our main chemical platforms Bleaching chemicals

Salt-chlorine chain

Key products • Sodium chlorate • Hydrogen peroxide

• Energy/Salt • Chlorine

• Monochloroacetic acid • Chloromethanes

Polymer catalysts

• Organic peroxides • Metal alkyls

Ethylene oxide network

• Ethylene oxide • Ethylene amines • Cellulosics

Surfactants

• Ethyoxylates • Natural oil and fat based nitrogen surfactants

• Chelates • Micronutrients

Investor Update Q2 2014 results 71

We have invested in the recent past and are well-prepared for future growth BA Specialty Chemicals capital expenditure € million 500 400 300 200 100 0 2010

2011

Capital Expenditure

2012

2013

Depreciation and Amortization

Major projects and timing of spend Investment project 2010 2011 2012 2013 2014 2015 Ningbo multisite Frankfurt membrane Brazil Eldorado

• Capital expenditure peaked at 8.7% of revenue in 2012 • Infrastructure is now in place and ready to take on additional demand

Brazil Suzano Boxing

Investor Update Q2 2014 results 72

Accomplishments to date

Area

2010

2013

Delta

Number of operations integrated with customers

15

17

+13%

Sales per FTE (k€)

445

467

+5%

Capacity expansions (>10%)

12 units

Number of manufacturing sites

109

102

-7%

Sales/site (€ million)

42.6

48.5

+14%

Renewable energy usage

n/a

31%

Waste (ton/€ million sales)

15.8

12.0

-24%

9

3

-67%

n/a

142

11,100

10,430

Number of ERP systems Cost reductions (€ million)* Number of FTEs

*Related to Performance Improvement Program

-6%

Investor Update Q2 2014 results 73

Four operational improvement initiatives Improve productivity of supply chain and operations

Strengthen commercial excellence

Reduce organizational costs

Enhance product and process innovation

• Asset optimization

• Customer value creation

• Restructuring

• New applications and products

• Production system roll out

• Organic growth

• Lean six sigma

• Margin management

• Industrial IT platform

• Sales force productivity

• Yield, waste and quality focus

• Organization delayering • Restricted recruitment

• Variable cost reduction • Process intensification

• Standard processes

Investor Update Q2 2014 results 74

Differentiated strategies per platform Outgrow the market organically ~ 50% of portfolio

Actions • Capitalize on investments

Main platforms • Bleaching chemicals • Surfactants



Improve performance by driving operational excellence ~50% of portfolio

Actions • Reduce costs and further improve productivity in operations

Main platforms • Salt-chlorine chain • Polymer catalysts • Ethylene oxide network



Grow by successfully commercializing products for attractive applications

Improve raw material (cost) position

Investor Update Q2 2014 results 75

Salt-Chlorine chain: Right at the heart of the customer base

Steam cracker

Refinery

Olefin consumer

Refinery & olefin producer

Pipelines*

* Pipelines transporting crude oil (RAPL), nafta (PALL), industrial gasses, ethylene and propylene

Investor Update Q2 2014 results 76

Ethylene oxide network: Capitalizing on China investments

Bio-treatment facility

Chelates Surfactants

Organic Peroxides

Hydrogen Cyanide

Ethylene Oxide Ethylene Amines

Site plan

Cellulosics

Investor Update Q2 2014 results 77

Surfactants: Growing with attractive end markets Oilfield

Mining

Lubricants

Agriculture

Investor Update Q2 2014 results 78

Our platforms build on value chains Raw materials

Base chemicals

Chemical inter-mediates

Performance/ functional chemicals

‘End’ products

Bleaching chemicals

Salt-chlorine chain

Polymer catalysts

Ethylene oxide network

Surfactants

Investor Update Q2 2014 results 79

Our platforms build on value chains Raw materials

Base chemicals

Chemical inter-mediates

Performance/ functional chemicals

‘End’ products

Bleaching chemicals

Electrochemistry

Salt-chlorine chain

Polymer catalysts

Serving plastics industry Ethylene oxide network

Ethoxylation chemistry Surfactants

Investor Update Q2 2014 results 80

Capital expenditure will be more in line with depreciation and amortization Capital Expenditures (millions €) 5.4% 4.6%

4.5% € 826 3.7%

€ 708

€ 666

€ 534

2010

2011

2012

Specialty Chemicals

Decorative Paints

Performance Coatings

Other



40-50% of capital expenditure is growth related



Going forward, capital expenditure will be around 4% of revenues, in line with depreciation and amortization

2013 % of revenues

Investor Update Q2 2014 results 81

Performance improvement actions release cash in Operating Working Capital Operating Working Capital € million Operating Working Capital

OWC as % of LQ revenue*4

2.500

16% 14% • Operating Working Capital

12.9% 2.000

12%

10.7% 9.9% 1.500 1.834

10% • Significant seasonality occurs 8%

1.572

as % of revenue has reduced towards 9.9%

during the year with peak requirement in the summer

1.384

1.000

6% 4%

500 2% 0

0% 2011

2012

2013

Investor Update Q2 2014 results 82

2015 target: net debt to EBITDA ratio of less than two Net debt/EBITDA x • We have a strong liquidity position to support business needs: net cash and cash equivalents €2.1 billion*

1,5

1,0

• Undrawn revolving credit facility of €1.8 billion (2018) €1.5 and $3 billion commercial paper programs, backed by revolving credit facility

0,5

• 2013 improvement in Net Debt / EBITDA • Maintain investment grade rating of BBB+

0,0 2010

* At the end of Q4 2013

2011

2012

2013

Investor Update Q2 2014 results 83

Continuously reducing costs of long term bonds Debt maturities € million € bonds

Repaid 7.75%

£ bonds

$ bonds

4.00%

2.62%

7.25% 5.62%

825 622

379 2013

800

8.00%

2015

2016

2017

2018

Debt duration 3.6 years



Improving cash flow and divestments enabled full repayment of two maturing bonds without refinancing

750

306 2014



2019

2020

2021

2022

Average cost of long term bonds % 8 6 4

7.29

6.35

5.62

4.89

2011

2012

2013

2 0 2010

Investor Update Q2 2014 results 84

On track to deliver cash positive after dividend in 2015 Cash flow sources and uses

2012

• Restructuring and pension top-ups consume a significant proportion of cash

2013

• Performance improvement focus starts to address cash challenge • Remuneration metrics include cash generation • Positive cash in 2013 driven by divestments of Decorative Paints North-America and Building Adhesives Source

Use

Source

EBITDA

Pensions

CapEx

Divestments**

OWC

Provisions

Other*

Dividends

* Including interest and tax ** Including acquisitions, divestments and discontinued operations

Use

Investor Update Q2 2014 results 85

Proactively managing or removing pension liabilities

Retain and Manage Risk

Remove Risk

Interest rate / Inflation hedging

• ICIPF’s active management of interest rate and inflation exposure, with around 80% of defined benefit obligation (DBO) risks hedged to date

Longevity hedging

• Courtaulds (CPS) longevity swap with Swiss Re in 2012 (€1.75billion)

Captive insurance

• Considered to be too complex

Divestments

• Sale of Decorative Paints Canada in 2013 (DBO reduced by €301 million) • Sale of National Starch in 2011 resulted in substantial DBO reduction

Cash out / Sleeper management

• US plan deferred members offered a cash out in 2013 (red. €85 million) • UK CPS cash out in 2013 (DBO reduced by €39 million)

Buy-in / Buy-out

• USA buy-out with MetLife in 2013 (DBO reduced by €493 million) • Sweden buy-out in 2008; substantial DBO reduction

Investor Update Q2 2014 results 86

Pension cash flow guidance Defined benefit pension cash top-ups € million 2013 actual* 2014 -17 est.** 2018 est.**

311 ~330/year

• Top-ups relate mainly to the 2 big UK plans, the ICI Pension Fund and the CPS Pension Scheme • Top-ups are based on prudent actuarial valuation of liabilities, which differs from accounting liability

~100

• Actuarial pension deficit of the 2 big UK plans is estimated at €1.5-2 billion Regular contributions € million 2014 estimated Defined benefit

110

Defined contribution

180

• The next triennial funding review for the ICI Pension Fund is expected to be completed in 2015 and in 2016 for the CPS Scheme • The forward looking estimates make no allowance for changes in the funded status at future actuarial valuations or for additional contributions to de-risking such as the 2013 MetLife transaction in the US

*Excludes one-off contribution of €127 million to our US plan to part-finance the transfer of pensioners to MetLife in December 2013 ** Based upon currently agreed deficit contribution schedules for the UK plans

Investor Update Q2 2014 results 87

Dividend policy unchanged Dividends paid (€)

• Our dividend policy is to pay a stable to rising dividend each year

1.05

1.08

1.12

1.12

1.12

0.30

0.32

0.33

0.33

0.33

2009

2010

2011

2012

2013

Final dividend

• An interim and final dividend will be paid in cash unless shareholders elect to receive a stock dividend

Interim dividend

Investor Update Q2 2014 results 88

Realistic expected 2015 outcomes Expected Outcomes Return on sales

2012 2015

16 12,0 12

9,5

4 0 %

Return on investment

2,2

Decorative Paints

Performance Coatings

32 21,7

24 16 8 0 %

9,0

7,5

8

12,0

Specialty Chemicals

25,0 13,6

12,0

15,0

3,0

Decorative Paints

Performance Coatings

Specialty Chemicals

Investor Update Q2 2014 results 89

Variable costs analysis 2013 (excluding Decorative Paints North America) Packaging Energy & other variable costs* Raw materials

Solvents

6% 7% 29%

Chemicals and intermediates***

17%

3% 5%

10% Additives

6%

2% 15%

Other raw materials** Titanium dioxide

Coatings’ specialties

Pigments Resins

* Other variable costs include variable selling costs (e.g. freight) and products for resale ** Other raw materials include cardolite, hylar etc. *** Chemicals and intermediates include caustic soda, acetic acid, tallow, ethylene, ethylene oxide, sulfur, amines etc.

Investor Update Q2 2014 results 90

Both short & long term incentives are aligned with our priorities Executive short term incentive 2014 STI Element

Metric

Executive long term incentive 2014 LTI Element

Metric

20%

Return on investment

35%

Return on investment

20%

Operating income

35%

Total Shareholder Return

30%

Operating cash flow

30%

Sustainability / SAM - DJSI

30%

Personal targets – related to performance improvement plan

• Covers more than 600 executives • Priorities are aligned with strategy and 2015 targets

Investor Update Q2 2014 results 91