Global Toyo Program - A Japanese E&C Company s s Response to Diversified Market
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1 Global Toyo Program - A Japanese E&C Company s s Response to Diversified Market 11 th Rice Global E&C Forum September 9, 2008 Rice University Yutaka Yamada President & CEO
2 Globalization 2
3 Major Japanese E&C Contractors Business Trajectory $80/BL <Exchange rate> $37/BL \210/$ <Order> 14$/BL <Oil Price> \120/$ Growth Transition Stagnation Recovery E&C Industry Events Growing Asian Market Korean Contractors Low Growth Engg Diversification Industrial Structure Change Intensified Competition Client Needs Diversification Globalization 9.11 M&A in West BRICs Global Warming Japanese Economy Bubble Economy Burst 2 nd Oil Crisis FX collapse End of Cold War Plaza Agreement Currency Crisis in Asian Countries 3
4 Last Two Decades of Globalization 1990s Globalization Financial Liberation 2000s Globalization Backlash End of Cold War Economics >> Politics Financial Innovations Emerging Economies - BRICs Credit Crunch due to Bad Debt (J) Currency Crisis (Asia/Russia/Latin A) Terrorism Peril of Enterprise Transparency Security Energy/Food/Water Scarcity Environmental Awareness Gap Between Haves vs. Have Nots Credit Crunch due to Sub-prime Loan Inflation E&C Low Oil Price Stagnant Investment Downsizing & Mergers E&C High Oil Price Booming Investment Serious Resource Shortage Structural Changes in E&C Business Environment 4
5 Diversity 5
6 Structural Changes in E&C Business Environment Diversity of Business Strategy Talent War Rising NOCs Sustainability 6
7 Diversity 2008 Client Strategic Intent Market Geography Type of Contract Human Resources 7
8 Strategic Diversity Overseas Clients - Patterns of strategies NOC Strategy of horizontal integration IOC/NOC (JV chemical companies) IOC Strategy of vertical integration Concession of Oil and Gas Fields Oil and Gas Exploration & Production Pipeline/ LNG Refinery Basic chemicals (1) Securement of interests upstream (3) Securement of interests downstream (2) Diversification in total energy Nuclear/Coal Development of alternative Energies Infrastructure Power generation Water 8
9 Strategic Diversity Domestic Clients - Strategy of horizontal integration Patterns of strategies Company A Company B Company C Company D Strategy of vertical integration Oil Refinery Basic Chemicals Functional Chemicals Highly Functional and Engineered Chemicals (0) Participation to E&P (1) Vertical integration of oil refinery and petrochemical businesses (2) Reorganization in petroleum industry (3) Integrated ethylene center (4) Specializing in highly functional products (5) Value chain of specific chemical products 9
10 Diversity of Market Geography Japanese Plant Engineering Industry s Overseas Orders (Regional Statistics) (Trillion\) Overseas Domestic FY1981 FY1986 FY1991 FY1996 FY2001FY2005 (Billion $) (25.7.) 15 (18.88)(19.37) (17.85) (13.97) FY2002 FY2003 FY2004 FY2005 FY2006 Misc. Europ enorth A. Oceania Latin A. Africa ME Asia <SOURCE> METI To Improve Productivity of Japanese Plant Engineering Industry, May
11 Diversity in Contract Type Project Portfolio EPC LSTK mono-culture FEED EPsCm Cost Reimbursable + Incentives EPC LSTK 11
12 Change in Japanese E&C Human Resources Number of Headquarters Employees of Three Japanese E&C Companies Number of Employees 8,000 7,000 6,000 5,000 4,000 3,000 2,000 1,000 Minimum level of downsizing Av. Age of Employee On-going Demographic Change <SOURCE> Prepared from JGC/Chiyoda/Toyo IR Disclosure Data 12
13 Human Resource Diversity Toyo JGC Chiyoda Typical Approach to Acquiring New Human Resources at Different Locations Starting with a Local Project-based Company Mostly Fostering from Scratch Retain Local Core Talents In-house Training <SOURCE> Each Company s IR Information 13
14 Global Toyo Program 14
15 Global Toyo Program Economy of Economy Scale of & Scale Scope & Scope <Affiliated Companies> <Affiliated Companies> Global Consolidated Operations Large-scale/Complex Projects Large-scale/Complex Projects New Business Frontier New Business Frontier Adhesion to Domestic Clients Adhesion to Domestic Clients <Toyo <Toyo Japan> Japan> 15
16 Global Toyo Concept : From Cost Center to Integrated Profit Center Integration & Autonomy Step3 Integrated Profit Center Step1 Cost Center Centralized operation Knowledge to be created & accumulated at HQ Step2 Limited Profit Center Autonomous Operation Market adaptivity Local optimal Knowledge to be accumulated locally Integration & autonomy Take advantage of both integrated brand and local edges Knowledge to be jointly created and shared Toyo Brand Homogeneous Service Delivery System (QCD HSE) Services for Value Co-creation with Clients Corporate Governance System 16
17 Global Toyo Network Americas ME / South Asian 1900 East Asian
18 History of Toyo India ,800 7 Billion INR Established in 1976 Construction Wing for ME Market First Overseas Project in 1960s 1960 # Staff 30 4 Million INR 1976 Construction to Engineering Shift in 1980s Low Cost Center Iran-Iraq War Profit Center 2000 Economic Liberation 18
19 Project Record in India Fertilizer Complex Ⅰ Ⅱ Ⅲ 1st Generation (1960s-1970s) Ⅰ Ⅰ Ⅰ Ⅰ Ⅰ Ⅰ Ⅰ Ⅰ Ⅰ Ⅰ Ⅰ Ⅰ Ⅰ Ⅰ Ⅰ Ⅰ Ⅰ Ⅰ Ⅱ Ⅱ Ⅱ Ⅱ Ⅲ Ⅲ Ⅲ Ⅲ Ⅲ Ⅲ Ⅲ Ⅲ Ⅲ Ⅲ Ⅲ Ⅲ 2nd Generation (1980s) Hazira 3rd Generation (1990s - present) Ⅲ Ⅲ First LNG Terminal HBJ Gas P/L Ⅱ Ⅲ First Private Refinery Ⅲ Bhatinda Ⅰ Ⅰ Mumbai Goa Ⅰ Ⅰ Ⅰ Mangalore Delhi Lakhigram Ⅲ Ⅲ Ⅱ Ⅲ Ⅲ Ⅰ Ⅲ Panipat Ⅰ Ⅰ Kota Baroda Ⅲ Ⅲ Ⅰ Ⅰ Ⅰ Dahej Ⅲ Ⅲ Ⅲ Baruch Ⅱ Ⅰ Tuticorin Ⅱ Aonla Kanpur Ⅰ Ⅰ Ⅰ Ⅰ Ⅰ Ⅰ Gorakhpur Ⅲ Ⅲ Haldia Gas Gas 4 4 Chemical Chemical Petrochemical Petrochemical 5 5 Refinery Refinery
20 Commitment to Indian Economic Growth PM Dr. Manmohan Singh & President Mr. Yamada, in Delhi in 2007 Export Promotion Award given to Toyo India by former PM A. B. Vajpayee, in Delhi in
21 Summary Diversity Client Strategy Market Geography Contract Type Human Resources Accountability 21
22 Thank you for your attention URL
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The Gas Era Malaysia s oil and gas reserves Billion Barrels 7 6 5 4 3 3.3 4.1 Oil Reserves 4.5 5.2 5.8 5.8 Trillion Standard cubic feet 120 100 80 60 52 Gas Reserves 85 84 85 89 98 2 1 0.9 40 20 18 0 1975