JGC CORPORATION. January 2011 Director and Senior General Manager, Financial & Accounting Division and Chief Financial Officer.
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1 JGC CORPORATION Engineering for the Quality of Human Life January 2011 Director and Senior General Manager, Financial & Accounting Division and Chief Financial Officer Masayuki Sato Contents Settlement of Accounts Business Fields -New Contracts by Business Field Summary of Outstanding Contracts New Mid-term Management Plan Targets Positioning What is Program Management? Market Environment Business Model 2
2 1. Settlement of Accounts JPY base (Billions of JPY) March 31, 2008 March 31, 2009 March 31, 2010 March 31, 2011 (Forecast) Net sales Gross profit (11.5%) (16.0%) (14.6%) (14.2%) Operating income (8.1%) (11.5%) (10.1%) (10.3%) Net income (5.4%) (7.0%) (6.5%) (6.9%) New contracts Settlement of Accounts USD base (Millions of USD) March 31, 2008 March 31, 2009 March 31, 2010 March 31, 2011 (Forecast) Net sales 5, , , ,714.2 Gross profit (11.5%) (16.0%) (14.6%) (14.2%) Operating income (8.1%) (11.5%) (10.1%) (10.3%) Net income (5.4%) (7.0%) (6.5%) (6.9%) New contracts 4, , , ,952.3 (USD 1= JPY ) (USD 1= JPY 98.23) (USD 1= JPY 93.04) (USD 1= JPY 84) 4
3 2. Business Fields -New Contracts by Business Field Fiscal year 301, ,352 Oil & Gas development Petroleum refining LNG Chemical Power generation, nuclear power, new energy Living and general production Environmental protection, social development and IT Others 506, ,549 As of Sep : 88,214 Full Year Forecast : 500,000 Millions of JPY 5 3. Summary of Outstanding Contracts FY2009 JPY 1,028.4 bn FY2010 2Q JPY bn (USD bn ) (USD bn ) by Business sector by Region (Unit : Billions of JPY) (10.3%) (12.3%) Others (12.3%) Chemical 84.9 (9.1%) (21.8%) Oceania and Others (22.7%) (23.0%) LNG (25.8%) 38.8 (3.8%) Petroleum refining 35.7 (3.8%) (48.3%) Middle East (43.7%) (50.6%) Oil & gas development (49.0%) (14.1%) 45.5 (4.4%) (11.4%) Africa (13.3%) Asia 37.6 (4.0%) Japan (16.3%) 6
4 4. New Mid-term Management Plan (1) Medium-Term Management Plan 7 4. New Mid-term Management Plan (2) JGC Group aims at becoming a Program Management Contractor & Investment Partner 8
5 5. Targets Fiscal 2015 (Targets) Net Profit 50 billion ROE At least 10% Dividend Payout Ratio 25% of net profit on a consolidated basis 9 6. Positioning 5-year plan focused on 10 years in the future Transition to new corporate vision = Program Management Contractor & Investment Partner 2010 New Horizon Next Medium-Term Management Plan
6 7. What is Program Management? Program Management involves effectively planning and implementing business strategies and providing services in all areas, from EPC and investment through to operation services and manufacturing. Program Management FEED EPC O&M Business planning and implementation Planning and management services PMC Business investment and operation Manufacturing, IT services, etc. EPC: Engineering, Procurement and Construction FEED: Front-End Engineering and Design O&M: Operation and Maintenance PMC: Project Management Consulting Market Environment Market environment in the overseas hydrocarbon EPC sector is likely to remain positive in the future, amidst increasingly fierce competition Sectors Regions Markets are expanding steadily in non-hydrocarbon sectors (non-ferrous metals, pharmaceuticals, medical) Social infrastructure investment (water, power, rail, etc.) is growing into a massive market Promising developments in the overseas hydrocarbon EPC sector in South America, Russia, and Central Asia, as well as the Middle East, North Africa, Southeast Asia and Oceania Social infrastructure development concentrated in emerging countries Focus of capital investment by our domestic customers shifting overseas 12
7 9. Business Model EPC business: Investment and Service: EPC business Existing sectors Developing business in new sectors as well as existing sectors Increasing business investment and businesses developing planning and management services Investment/Service businesses Business investment and operation Planning and management services New sectors Manufacturing, IT services, etc. 13 Note on Future Outlook This presentation may contain forward-looking statements about the JGC Corporation. You can identify these statements by the fact that they do not relate strictly to historic or current facts. These statements discuss future expectations, identify strategies, contain projections of results of operations or of financial condition or state other forward-looking information. These statements are based on currently available information and represent the beliefs of the management of the JGC Corporation. These statements are subject to numerous risks and uncertainties that could cause the JGC Corporation s actual results, performance, achievements or financial condition to differ materially from those described or implied in the forward-looking statements. The JGC Corporation undertakes no obligation to publicly update any forward-looking statements after the date of this presentation. These potential risks and uncertainties include, but are not limited to: competition within the financial services industries in Japan and overseas, our ability to adjust our business focus and to maintain profitable strategic alliances, volatile and sudden movements in the international securities markets, foreign exchange and global economic situations affecting the JGC Corporation. For questions concerning this material, please contact: JGC Corporation PR and IR Department Tel: Fax: ir@jgc.co.jp 14
8 for Reference JGC CORPORATION Engineering for the Quality of Human Life January 2011 Director and Senior General Manager, Financial & Accounting Division and Chief Financial Officer Masayuki Sato Summary of Scenario 2010 (1) Numerical Targets Achieved Scenario 2010 Numerical Targets Actual Figures Sales 600 billion Sales billion (Fiscal 2006) Net Profit 30 billion Net Profit 31.5 billion (Fiscal 2008) ROE At least 11.0% ROE 15.2% (Fiscal 2007) 16
9 Summary of Scenario 2010 (2) Established Combined Business Model (EPC + non-epc) EPC business Non-EPC business Surpassed targets in core EPC business Developed and made strong progress with investment business Total investment to date: 40.0 billion 17 New Mid-term Management Plan Medium-Term Management Plan 18
10 Market Environment Scale of annual investment in social infrastructure sectors (Projected average annual investment from 2008 to 2030) Massive demand expected due to population p growth, industrial diversification and urbanization in emerging countries Water Power Oil and gas Rail and roads Coal $870 billion $600 billion $480 billion $300 billion $30 billion Source: 2009 ECC Conference IEA World Energy Outlook Manpower Resource Projections Increasing employees at overseas EPC subsidiaries to take groupwide manpower to approximately 13,000 Manufacturing, etc. 2,000 Overseas EPC 4,200 Manufacturing, etc. 2,200 Overseas EPC 6,000 Domestic EPC Domestic EPC 2,700 2,700 JGC Main Office 2,100 Total: 11,000 employees Fiscal 2009 (actual) JGC Main Office 2,100 Total: 13,000 employees Fiscal 2015 (projected) 20
11 Organizational Strategy: Becoming a Genuinely Global Group Continuing to reinforce and expand overseas EPC subsidiaries, in the interests of the expansion and growth of JGC Group as a whole. Option of establishing new overseas EPC subsidiaries. Becoming a genuinely global group, consisting of a widespread network of EPC subsidiaries in a number of countries and regions Filling managerial positions with local personnel and actively recruiting local talent JGC Gulf (Saudi Arabia) JGC JGC Main Office Vietnam JGC Algeria JGC Philippines JGC Singapore JGC Indonesia 21 Technology Development Strategy New Technology for New Business Priority Strategy Accelerate commercialization of development technology and become more active in the licensing business Create and promote new businesses in growth sectors Promote external partnerships through open innovation Core Sectors Demonstration facilities for propylene manufacturing technology Resources Manufacturing Social infrastructure and life sciences Environment and new energy JGC Coal Fuel (JCF) Testing new CO 2 recovery technology (INPEX Koshijihara Plant) 22
12 EPC Business Reinforcement (1) 1. Increasing competitiveness in the hydrocarbon sector Drastically improve cost competitiveness Reinforce marketing capabilities and strengthen relationships with clients Market development (North Africa, Australia, South America, Russia, Central Asia, etc.) Further reinforce project execution capabilities 2. Expanding operations in non-hydrocarbon sectors Further expand operations in the non-ferrous metals sector Expand overseas operations in the pharmaceuticals and medical sectors 23 EPC Business Reinforcement (2) 3. Reinforcing overseas EPC subsidiaries Focus on localization in oil- and gas-producing countries Increase orders for small and medium scale projects Reinforce cooperation within the Group 4. Developing business in new EPC sectors Expand and reinforce operations in the F-LNG sector Break into the market for overseas nuclear power projects Look into infrastructure projects Incorporate modular construction* into project services *Modular construction: Method whereby plant facilities are manufactured on a small scale in separate locations and then assembled on site 24
13 Investment and Service Business Expansion (1) 1. Investment Backgrou und Environmental conservation Growth in emerging countries Shift towards renewable energy Growing need for energy and social infrastructure development Power and new energy sectors IPP & IWPP, solar energy, bioethanol, coal slurry (JCF TM ) Environment and water sectors Environmental conservation in China Stepping up construction, management and O&M in the overseas water and sewage sector Resource development sector Continuing oil and natural gas development Entering mineral resource business New sectors Urban infrastructure development (including airports) and new industrial development (pharmaceuticals, medical, housing, agriculture) 25 Investment and Service Business Expansion (2) 2. Planning and Management Services Expand planning and implementation ti management services in the resource development and social infrastructure development sectors, as an investor and owner. Business planning and implementation FEED (Front-End Engineering Design) PMC (Project Management Consulting), etc. 26
14 Investment and Service Business Expansion (3) 3. Manufacturing, etc. Catalyst and fine chemicals business Step up overseas expansion Expand exports of FCC catalysts Increase exports of environmental catalysts to Europe and the US, and expand feedstock sales via subsidiary in China Promote overseas production and sales of fine chemicals IT services, consulting business, etc. Continue with overseas expansion Promote groupwide cooperation in the social infrastructure development sector (ICT*, environmental consulting, etc.) Provide multifaceted services in cooperation with overseas EPC subsidiaries (*ICT: Information and Communications Technology) 27 Achievements in LNG Projects Trains : 37 (32.7% of world total) Production : million tons (34.0% of world total) Egypt 5,000,000 T/Y, 1 train Qatar Brunei Indonesia 3,300,000 T/Y, 2 trains 1,440,000 T/Y, 5 trains 1,500,000 T/Y, 1 train 3,800,000 T/Y, 2 trains 2,000,000 T/Y, 1 train Papua New Guinea 3,500,000 T/Y, 2 trains Nigeria Yemen Malaysia Australia 2,950,000 T/Y, 3 trains 4,100,000 T/Y, 3 trains 3,350,000 T/Y, 2 trains 2,530,000 T/Y, 3 trains 2,650,000 T/Y, 3 trains 3,870,000 T/Y, 2 trains 2,430,000 T/Y, 3 trains 4,200,000 T/Y, 1 train 5,000,000 T/Y, 3 trains 28
15 Outlook for World LNG Demand Asia Americas Europe Actual Forecast Actual Forecast Actual (million tons/year) 2035 Forecast World LNG consumption in 2009: 182 million tons Estimated demand in 2035: 447 million tons Need to add facilities to meet needs for 10 million tons/year production increases annually over next 26 years Source: IEE Japan Asia/World Energy Outlook Planned LNG Projects JGC has been involved in many of these projects Canada - Kitimat LNG Russia - Stokman LNG - Pechora LNG - Yamal LNG Egypt - SEGAS LNG T2 Venezuela - Deltana Caribe LNG Brazil - FLNG Cameroon - Cameroon LNG *Red indicates projects in which JGC provided FEED and/or EPC for existing facilities Nigeria -OK LNG - Nigeria LNG 7 Plus - Brass LNG Equatorial Guinea -LNG T2 Australia -IchthysLNG - Sunrise LNG - Prelude LNG -Browse LNG - Pluto 2 LNG - Scarborough LNG - Wheatstone LNG - Bonaparte LNG - Arrow Energy LNG (CBM) - Newcastle LNG (CBM) Indonesia - Tangguh LNG T3 - Masela LNG 30
16 Progress Image 100 % 90% 100% struction Progress Con 15% 55% Time Schedule months Steel Cost Trend Carbon Steel Plate =100 32
17 Main Products -JGC Catalysts & Chemicals Ltd. Diesel Vehicles Muffler Catalyst Curtains Thermal Power Plants DPF for Diesel Vehicles Solar Cells Power Tools for Solar Cell Fuel Cells for Lithium Ion Batteries Air Cleaners for Fuel Cell Materials for New Energy Garbage Incinerators DeNOx Catalysts for Steel Plate for Diesel Emmision Treatment for Deodorant Control and Antibacterial Colloidal Materials for VOC treatment Materials for Environment Environment & New Energy Business Area Steel Plates for Vehicle Catalysts Cosmetic Raw Materials for Foundation Foundation UV Protection Cream for UV Protection for Make up for Cream Eye Shadow Kerosene Sulfur Free Diesel Gasoline Fuel Oil Hydroprocessing Catalysts Hydrotreating Hydrorefining Hydrocracking FCC Catalysts FCC Catalysts t CO Combustion Promoter Octane Boost Additive DeSOx Additive Propylene Max Additive Petroleum Refining Catalysts Catalysts Business Area Chemical Catalysts Optical Materials Fine Chemicals Business Area Information/Electrical Materials for LCD for Conductor for Memory Lipstick Optical Materials for FPD Plastic Lenses LCD TVs Personal Computers Polyvinyl Chloride Petrochemical Catalysts Hydrogenation Catalysts Catalyst Carriers Zeolites Syngas Catalysts Polishing Agents for Semiconductor Mobile Phones Hard Disk Drivers Detergents Chemical Fibers Machine Parts Semiconductors for Green Earth for Comfortable Lifestyle
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