20.11.2007

Frokostmøte Logistikkforeningen Avd. Østlandet

Nordens ledende Byggevareselskap

 Optimera har store ambisjoner!

 Gjennom oppkjøp og videre-utvikling av eksisterende virksomhet, skal Optimera bli Nordens ledende byggevareaktør.

 I dag er vi godt etablert både i Norge og Sverige, og har i tillegg ansvar for etablering av virksomhet i resten av Norden og i de baltiske statene.

 Totalt har Optimera over 2.000 ansatte i Norge og Sverige og en forventet omsetning i 2007 på over 7 milliarder.

Agenda

 Intro / Velkommen  Optimera  Selskapspresentasjon   SC-strategi i Optimera Praktisk gjennomføring  Diskusjon om logistikkutfordringer generelt og for bransjen   Transportkapasitet Internasjonalisering   Arbeidstidsregler Miljø  Avslutning / Lunch

Optimera Gruppen – current status

Norway Sweden  Fastest growing business within building distribution in Scandinavia  Sales 7.5 billion NOK  Growth 2006 = 20%  EBITA-margin 5,0%  ROI > 30%  78 outlets in Norway  27 outlets in Sweden  2000 employees Denmark

Key milestones

2001 Byggmo, Skårland and Optimera AB merge with L.A. Lund to form Optimera 2001 2002 2003 2004 2004 2004 Four operating units merged into one and a regional structure created Consolidation into two brand names; Optimera and Montér From company regions to company divisions Nordic growth strategy established Sale of none-core businesses completed New common ERP platform was decided– will be fully implemented as from 2005 2005 2005 2006 2006 2007 Divisional organisation, including supply chain and category management completed and effective from 1. January 2005 Saint-Gobain – new owner Introduction of Montér Superstore New Nordic organisation implemented from 01.01.2007

Extensive acquisition program carried out in Norway and Sweden

Saint-Gobain > 1,200 companies and > 50 countries

220,000 employees 2006 Sales Net income Self financing Industrial investments € Bn 41.6

1.6

3.7

2.2

Building Distribution largest and youngest sector within Saint-Gobain Building Distribution Packaging Flat Glass

10% 12% 12%

High-Performance Materials

42% 24%

Construction products

N°1 distributor of building materials in Europe: About 4,000 sales outlets – 24 countries – 67,000 employees     Brazil USA Argentina China

New countries in 2006

Organisation Saint-Gobain Nordic

Saint-Gobain Building Distribution Saint-Gobain Distribution Nordic Dahl International

• • • • •

Sweden Denmark Finland Norway Poland Optimera

• •

Sweden Norway Sanitas Troesch

•

Switzerland

Organisation Optimera Gruppen

CEO

HR Project/Land development

Finance Group Development Group controlling IT Business development Supply Chain Category Optimera Norway

Finance/accounting Personel Controlling

Proff Stores Optimera Sweden

Finance/accounting Personel Controlling

Proff Stores Optimera Trade

Finance/accounting Personel Controlling

Industry Wholesale

Nordic market trends

       Total Nordic market amounts to approx NOK 198 bill (2005)   Norway NOK 53 bill (2005) Sweden SEK 70 bill (2005)   Denmark DKK 61 bill (2005) Finland Euro 4.4 bill (2005) Voluntary chains have a significant market share Fewer but larger chains 5-6 players will consolidate the Nordic market European-US players/brands will ultimately gain Nordic representation The large capital-intensive chains will set the pace Strong brands will be the most important competitive parameter

Growing international competition Increasing requirements for capital return Rising demand for enhanced value chain efficiency Varying consolidation in the Nordic countries Industry trends Growing demand for customer segmentation and differentiated concepts Consolidat ion among suppliers Investment needs Key Nordic customers

Optimera – Market shares Norway 2006

Byggmakker/Kesko 12,5 % Special stores & others 31,6 % Optimera/Montèr/St Gobain 9,4 % Non chain retailers 10,4 %

Source: TBF 2006

Neumann Bygg/DT 2,0 % Bygger'n 4,0 % Maxbo/Løvenskiold 9,1 % COOP 6,7 % Byggkjøp/Nordek 8,5 % Byggeriet/Mestergrp.

5,7 %

Optimera – Market shares Sweden 2006

Others 65,3 % Interpares/ Woody 9,3 % Danske Trælast (Silvan + Beijer) 6,7 % Bygg Trygg 5,4 % Alljärn 3,3 % Bauhaus 3,1 % Optimera 2,3 % Byggmax 2,3 % K-Rauta 1,6 % Hornbach 0,6 %

Source: Prognosecenteret, Industrifakta, own estimates and annual reports

Some key figures: Optimera Norway Product range ratio:

 Timber  Heavy building materials  Hardware & tools  Wood products – floors  Masonry civil eng. products 24% 16% 9% 10% 8%

Sweden

22% 16% 16% 13% 11%

Some key figures: Optimera Norway Customer segments:

 Consumer  National contractors  Regional ”  Local ”  Industry – wholesale 33% 14% 26% 8% 19%

Sweden

30% 13% 14% 24% 19%

Optimera – consistent and profitable growth

Local currency millions

Sales Gross profit Other operating expenses Depreciations

EBITA 2004

4 319 1 101 -929 -36

136 2005

4 943 1 306 -1 066 -38

202 2006

6 004 1 577 -1 267 -46

264 2007E

7 255 1 882 -1 471 -56

355

 Consistent and profitable growth since 2002  Optimera is the fastest growing brand in Norway and the driving force behind the consolidation of the Swedish market  Still significant potential relating to   Consolidation of systems and procedures Further growth

Optimera – historical growth and future ambitions

BNOK

Sales 2003 – 2012E

15 800 13 800 11 800 9 800 7 800 5 800 3 800

15 000 11 592 8 721

2003 2004 2005 Sales (AS-IS) 2006 2007E 2008E 2009E Sales incl acquisitions 2010E 2011E 2012E Sales incl new market

The acquired companies are now delivering

approximately 20% of total revenues

Sales – by markets

15 000 13 500 12 000 10 500 9 000 7 500 6 000 4 500 3 000 1 500 0

2 000 5 500

2007E

2 500 6 200 1 900 2 900 6 700 2 600 3 200 7 200 3 200 3 400 7 600

2008E 2009E 2010E Norway Sweden New Market 2011E

3 400 3 600 8 000

2012E

Key player in the Nordic region

Population: Denmark; 5,4 mill

.

Norway; 4,7 mill. Sweden; 9,0 mill. Finland; 5,3 mill. Estonia; 1,3 mill. Latvia; 2,3 mill. Lithuania; 3,4 mill.

Optimera is the fastest growing company in Norway and Sweden

5 years plan – consistent strategies, higher ambitions

 Secure efficient communication and increased focus on EHS-improvements. Further strengthening of sales and management training.

 Agressive growth strategy through combination of acquisitions and greenfields. New nordic and baltic countries to be entered. Effective integration programmes.

 Product – and concept developments including private labels and new services and formats.

 Improvements of productivity and efficiency through Optimum, sourcing and new supply structure.

 Strengthening Optimera’s position as the business reference and capitalise on the advantage of being an integrated nordic player with Saint-Gobain as a strong owner.

V E K T

   

Vinnerkultur

 Vi skal gjøre hverandre gode gjennom aktivt teamarbeide.

  Dyrke ulikheter og mangfold og trene for stadig å bli bedre.

Ha fokus på prestasjoner, sette klare mål og feire gode resultater.

Entusiasme

 Vi skal glede oss over andres innsats og fremgang.

  Være engasjerte og modige, og sprenge grenser.

Skape trivsel, godt humør og en positiv innstilling.

Kjøpmannskap

 Vi skal være kundens samarbeidspartner og bygge relasjoner.

  Selge gode løsninger og ha fokus på inntjening og resultater.

Være ydmyke og folkelige, og leve opp til Optimeras etiske standard.

Tillitvekkende

 Vi skal være åpne og ærlige og utvise skikkelighet i hverdagen.

  Vise positiv interesse for kundenes store og små byggeprosjekter.

Ha god fagkunnskap og gjøre ting enkelt og effektivt.

Optimera Supply Chain STP 2008 - 2012

Forretningsidé og Visjon for Forsyning

Forretningsidé:

” Forsyning skal gi reell verdi i den totale kjeden fra produsent til sluttkunde gjennom fleksible, markedstilpassede og verdiskapende løsninger. Dette oppnår vi gjennom fremtidsrettet arbeid og kompetente medarbeidere”

Visjon:

” Vi skal bli den beste totaldistributøren av byggevarer i alle de hovedmarkedene Optimera betjener”

Flow of Goods - definitions

A3 Supp Lev A1 OPT/ SC B1 Outlet C1 Cust A2

A1 = From Supplier to SC Warehouse A2 = Direct from supplier to outlet A3 = Direct from supplier to Customer

B2

B1 = From Warehouse to outlet B2 = From Warehouse to Customer C1 = From Montér to Customer

Main assumptions 2012

    Optimera volume - Increasing from 5,9 bnok in 2006 to 12 mrd + new countries in 2012 Main focus areas:  Oslofjord   Bergen/Hordaland Stockholm/Mälardalen Geographical area 2012:    Sweden: Represented in ”triangle” Oslo-Malmø-Stockholm Norway: Covering southern Norway Denmark/Finland/Baltics: Represented Share stock deliveries:  Combistores Sweden increased due to new structure   Proff increased and more challenging/complex deliveries Montér somewhat reduced   Engros somewhat increased Industry equal to present Direct deliveries: increased share of Optimera-managed deliveries

Main assumptions 2012

       New geographical areas increases transportation distances compared to todays structure.

Shortage of important goods may occure from traditional suppliers Periodically shortage on transport services will occure Sourcing from Far East / abroad: Increasing to 3 - 5 times present share Will also be more relevant for traditional building materials.

Internal and external focus on EHS / safety-security will increase Customers may demand althernative services (i.e. 3rd party services) Common ERP from 2009

SC Targets 2012

 Service level recognised by customers at 98 % (average). Agreed specified level with each sales division.

 To become ”The EHS-benchmark” i all operating markets.

 To achieve goals through competent people and advanced Supply Chain solutions  Full ability to cope with growth within existing and new geographical areas and to achieve synergies as planned.

 SC costs (calculated on basis as Norway today) measured vs. COGS reduced from 7,9% (8,6) in 2006 to 7,5% (8,2) in 2012 (figures in ( ) = SC costs incl. non-core departments). Rewised cost target in target table on next foil. .

 Share fixed vs. variable costs improved significant  Days of sale in stock stabile at 32 days  Share of Optimera controlled inbound and direct flow = 90%

Supply chain Strategy

W arehouse structure and distribution model 2005 - 2012

Present situation Warehouse structure

• 8 full service warehouses in Norway • Parallel buffer- and security stock • No full service warehouses in Sweden

Future situation Warehouse structure

• Each product will have one main storage location covering total need for buffer and security stock • Hardware, tools, paint, etc – one central warehouse • Building materials and wood ware • Main storage at suppliers • One own central warehouse • Special article groups • Third party warehouse

Not common IS systems Common IS Systems

Supply chain Strategy

W arehouse structure and distribution model 2005 - 2012

Present situation Future situation Distribution model

• Distribution to all business units from all warehouses • Local transport planning

Distribution model

• Distribution to Monter, “Byggvaruhus”, Engros and Industri from central warehouses and suppliers • Local distribution to Proff • Integrated transport planning

Planning of flow of goods / Call-off

• Local planning and call-off • Regional optimised flow • Partly utilisation of Ex-work • Full range product portfolio at each location

Planning of flow of goods / Call-off

• Centralised planning and call-off • Total optimised flow • Full utilisation of Ex-work • Dedicated product portfolio based on business unit’s needs

SC organisation

Controlling

- SC: Kirsti M. Heier

Supply Chain

Bård Strand Jacobsen

Process Owner SC

Lars Erik Halle

MA-mngr. Optimera

Pål Semb Reg.adm Norge Avrop Øst Konsernprosjekter - Avrop konsern - Transport konsern - Isene J

Log. mngr. East

Pål Semb ØAV Brummundal Larvik Furuset Lager Distribusjon Bygg Optimum

Log. mngr. South

Jan Rune Ausland Rige Vige Lager Distribusjon Avrop Bygg

Log.mngr. N.-West

Jarle Holden Haugesund Bergen Lager Distribusjon Avrop Ordre Produksjon Bygg Rolle som delegert plassjef

Log.mngr. S.-West

Lars Thu Ganddal Stangeland Lager Distribushjon Avrop Ordre Bygg

Log.mngr. Sweden

Pär Landin (19/3-07) Sverige Reg.adm Sverige Centrala avrop Centrallager Norden Centrallager Sweden

Fysisk vareflyt



VARE



ANTALL



PAKKING



MERKING



STED



TID



PRIS



RÅD A3 Forretningsidé:

” Forsyning skal gi reell verdi i den totale kjeden fra produsent til sluttkunde gjennom fleksible, markedstilpassede og verdiskapende løsninger. Dette oppnår vi gjennom fremtidsrettet arbeid og kompetente medarbeidere” ”Østlandets beste logistikkpartner” V E K T § 20

Lev A1 Hoved-/ Distribusjons lager A2 B1 BVH/ Proffbutikk B2 C1 Kunde

Kundeavtaler - Leverandøravtaler

    

Sortimenter Innkjøp – varevei



Lagervare – bestillingspunkter

 

Bestillingsvare Direkteordre Distribusjon



Kjøreruter – ordrefrister

  

Proaktiv planlegging Leverings standarder (snd,tid,exp) Tilleggstjenester SC Lager



Arbeidstider

 

Teknisk utstyr HMS – Kildesortering Målinger



Overordnet



Uke rapport

Lageromsetning Øst 2007 vs 2006

Oslo Måned / År Jan.

Feb.

Mars April Mai Juni Juli Aug.

Sept.

Okt.

Nov.

Des.

Total 2006

41 228 34 514 43 077 32 788 48 153 54 229 38 208 48 577 58 599 62 312 59 993 38 955

560 633 2007 Indeks

54 677 43 322 51 187 54 209 57 020 66 344 42 759 59 827 62 282 72 547 133 126 119 165 118 122 112 123 106 116 0 0

564 174 122 Furuset Larvik Brumunddal 2006 0 2007 Indeks

8 135 7 539 8 550 7 614 8 319 8 677 3 343 8 108 7 176 8 666 #DIV/0!

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76 127 #DIV/0!

2006

8 423 7 610 8 595 7 145 12 962 14 315 9 897 13 618 13 950 15 897 15 271 11 004

138 687 2007 Indeks

11 849 9 770 13 376 17 204 17 052 19 024 11 913 16 285 16 731 20 513 141 128 156 241 132 133 120 120 120 129 0 0

153 717 137 2006

8 697 6 661 6 835 5 939 9 791 11 400 8 412 9 756 13 265 13 795 12 183 9 100

115 834 2007 Indeks

10 316 7 895 9 727 12 027 12 992 14 387 9 713 14 997 13 285 14 451 119 119 142 203 133 126 115 154 100 105 0 0

119 790 127