Annual Report 2014

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About Etex Our strategy 1.2 Our strategy Etex is shaping its future as an innovative leader in sustainable and affordable building solutions. To achieve that goal, we are developing a strategy and business culture based on market leadership, innovation and excellence. Construction is traditionally described as a slow-moving industry. Nonetheless, some prominent developments deserve our full attention. Worldwide trends include increasing urbanisation and the growing popularity of multi-dwelling buildings. More and more, roofs are impacting on the functional set-up of buildings. In addition, governments are setting up new regulatory standards in most parts of the world. These standards are becoming stricter and more complex, while consumers worldwide are looking for more sustainable and affordable building solutions. Etex wants to meet every one of those requirements. Market leadership Etex is active in four business segments in those markets that provide the best potential for each of these activities. Our diversity — both in business activities and geographical presence — helps us mitigate the risks associated with cyclic fluctuations 12
Etex Annual Report 2014 About Etex Our strategy in the construction industry. For each of our business activities in all our target markets, we aim to position ourselves as a market leader. That is why we offer products of the highest quality and build strong brands — Eternit, Promat, Equitone, Kalsi, Marley, Creaton, Durlock, to name just a few. We continuously expand our presence by growing our product range and by carefully broadening our geographical reach at the same time. Etex also actively pursues emerging market opportunities. We therefore invest heavily in regular upgrades of our production facilities. In 2014 — shortly after the acquisition of Siniat — we invested 198 million euro in the expansion and modernisation of our existing sites and the construction of new production lines and plants in Indonesia, Brazil, Peru and, Romania. What’s more, we are always striving for the most efficient market approach. A challenge we will focus on more strongly in the coming years. Operational excellence A top market position brings different challenges and responsibilities. That is why we keep improving our operational excellence in a systematic way, by reinforcing our support functions, including IT, logistics, engineering, purchasing, finance and HR. And through programmes for improvement, ranging from EHS and HR to supply chain, production and sales. Marriage of global and local Over a period of more than 100 years, we have learned to bring parenting value to all our companies — big or small. At the same time, we have an in-depth understanding of local market needs and cherish our local customers. By combining the strengths of our local businesses with those of our global group, and by setting worldwide standards for operational and financial excellence, safety, health and environment, we help our companies strengthen their performance. While our local managers take initiatives in line with their customers’ needs, they are also able to capitalise on the efficient business processes of our global group. Enhancing shared service centres Etex continues to deploy shared service centres for the handling of transactional tasks. Worldwide, 76 companies are served by highly specialised centres — a number that will grow to 100 by early 2016. Our shared service centres not only carry out corporate operational tasks, processing over 500,000 supplier invoices a year. They also help us share specialised know-how at group level. Standardising IT In 2014, we added several companies to our global SAP ERP system. Moreover, we completed over 70 projects regarding business improvements and functionality rollouts. Major improvement projects included the introduction of a mobile CRM application for our sales representatives, a central web platform and product information tools. Protecting intellectual property The Inventory Property Service Centre created by our group in 2013, has continued to build a solid patent portfolio. The team was fully up and running last year, and continues to patent Etex product after product worldwide. Optimising planning processes To keep demand and supply in balance, we are developing a standardised Sales & Operations Planning process in our European Division. More than ever, this will enable us to avoid product shortages and deliver the highest level of service. Planning production, forecasting sales and scheduling workforce: we have further optimised these processes to ensure the right product is available at the right time. By the end of 2014, S&OP already proved its worth. In our pilot company we could reduce our fire protection inventory by 6%, while improving our service levels. Sales excellence In 2014, we thoroughly analysed our sales processes. It is a fact that these vary greatly depending on the segment they relate to, ranging from specified technical sales to distributor sales. Even so, sharing learnings and expertise across our segments has proven to be a key factor in improving our sales excellence. With combined efforts, we have worked on improving our sales tools. For instance, we are continuing to improve and implement our SAP-based CRM system for the entire group. What is more, in sectors as traditional as the building industry, we continue to develop a sales approach that fully incorporates the possibilities of the digital age. However, sales encompasses more than efficient processes. It is about knowing the market and the customers to be able to create value. Dedicated training and programmes have been developed for 2015. 13
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