Building sustainable value Presentation to the Investment Analysts

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Building sustainable value Presentation to the Investment Analysts Society Tony Phillips CEO, Barloworld Limited

Building sustainable value Presentation to the Investment Analysts Society Tony Phillips CEO, Barloworld Limited

Today’s agenda • Where we have come from • What we do today •

Today’s agenda • Where we have come from • What we do today • Value Based Management • The current business environment • 2 x 4 x 4

Building long term value: “From little acorns…. . ” • Established, Durban 1902 –

Building long term value: “From little acorns…. . ” • Established, Durban 1902 – branch of Thos Barlow & Sons Ltd, England • 1927 appointed Caterpillar dealer for SA – Charles Sydney “Punch” Barlow joins firms • 1929 appointed Hyster lift truck dealer for SA • 1941 listed on JSE

Building long term value: 1950 -90 expansion & diversification • Everything from food to

Building long term value: 1950 -90 expansion & diversification • Everything from food to computers • 1971 acquired Rand Mines • 1979 acquired Hyster dealerships in US • 1984 acquired UK-based J Bibby & Sons

Building long term value: 1990’s bring change as SA re-joins global economy • 1989

Building long term value: 1990’s bring change as SA re-joins global economy • 1989 R 1 billion profit, 240 000 employees • 1991 Warren Clewlow appointed Chairman & CEO – recognised illegitimacy of SA focused conglomerate – MS&A (now Columbus) sold + some mining interests • 1993/4 Barlow Rand unbundled • 1994 -1998 “A South African infrastructure play” – invested R 5 bn to modernise operations – restructured for global market

Today Barloworld is an international industrial brand management company providing business solutions through leading

Today Barloworld is an international industrial brand management company providing business solutions through leading industrial brands, supported by service, relationships and attention to detail, to make our customers’ businesses excel

Barloworld today: R 35 billion revenues from operations in 32 countries 2003 total revenues

Barloworld today: R 35 billion revenues from operations in 32 countries 2003 total revenues

Revenues have risen 3 -fold in a decade to match pre-unbundling levels Revenue R

Revenues have risen 3 -fold in a decade to match pre-unbundling levels Revenue R billion 40 35 Pre-unbundling 30 25 20 15 10 5 0 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003

Products, services and solutions delivered through 7 operating business segments 2003 trading revenues (excluding

Products, services and solutions delivered through 7 operating business segments 2003 trading revenues (excluding corporate ops & other)

Equipment: one of the world’s largest Cat dealers • A 77 year relationship •

Equipment: one of the world’s largest Cat dealers • A 77 year relationship • Exclusive dealer for: – Spain and Portugal – Southern Africa – Western Siberia – Bulgaria

Equipment: … providing total solutions Complementary brands complete the offering: • Perkins, Dezzi, Ingersoll

Equipment: … providing total solutions Complementary brands complete the offering: • Perkins, Dezzi, Ingersoll Rand, Bitelli, Boart Longyear, Massey Ferguson, Mak We add intellectual capital and deliver: Smart Partnerships™

Cement & Lime: Leading in cement & lime in southern Africa • South Africa

Cement & Lime: Leading in cement & lime in southern Africa • South Africa and Zimbabwe’s leading cement producer – 8 factories • Southern Africa’s leading lime producer – 1. 8 m ton capacity plant • Saldanha Steel Smart Partnership

Industrial distribution: world’s largest independent lift truck dealer • 75 year Hyster relationship •

Industrial distribution: world’s largest independent lift truck dealer • 75 year Hyster relationship • Dealer for: – 8 states in South East US – UK – Belgium – Netherlands – Southern Africa

Industrial distribution: major presence in truck distribution in SE US • Top 5 US

Industrial distribution: major presence in truck distribution in SE US • Top 5 US dealer in Freightliner and Sterling trucks • Arkansas, Louisiana, Mississippi, Tennessee &Texas • Only listed dealer in United States

Motor: major player in motor solutions in Southern Africa and growing in Australia •

Motor: major player in motor solutions in Southern Africa and growing in Australia • Motor vehicle dealerships – 55 outlets in southern Africa – growing base in Australia – Subaru distributor for southern Africa – other services (panel shops, truck hire) • Acquiring 100% of Avis Southern Africa – strategic move to total automotive solutions

Coatings: painting everything that moves (and doesn’t) • Decorative coatings – market leader in

Coatings: painting everything that moves (and doesn’t) • Decorative coatings – market leader in South Africa – no. 3 in Australia – business includes retail stores – franchised exports to China • Automotive and industrial coatings – JV’s in South Africa

Scientific: an international market leader in specialised scientific equipment • Melles Griot – world

Scientific: an international market leader in specialised scientific equipment • Melles Griot – world leader in lasers and photonics – manufacturing in US, UK, Japan – headquarters in Carlsbad, CA • Laboratory (Bibby Sterilin) – UK-based leader in glass and plastic laboratory equipment and related products

Steel tube: Regional player in Africa • Southern African market leader in small bore

Steel tube: Regional player in Africa • Southern African market leader in small bore steel tube and pipe • Largest supplier of stainless steel into European Union

Our success isn’t built on what we do - it is built on how

Our success isn’t built on what we do - it is built on how we do things: “the Barloworld way” • • Market leadership Strong brands Long term relationships High ethical standards Good governance Sharing best practice & common business systems Value Based Management Barloworld management teams

VBM: at the heart of everything we do 1999: Decision to build an integrated

VBM: at the heart of everything we do 1999: Decision to build an integrated global company and introduce a new measurement philosophy The Barloworld Brand + Value Based Management

VBM: What is it? The essence of VBM is not the measurement of value

VBM: What is it? The essence of VBM is not the measurement of value It is aligning the organisation to create long term sustainable value It is a journey not a destination

VBM : The 1999 framework Shareholder Value TSR (total shareholder return) CFROI (cash flow

VBM : The 1999 framework Shareholder Value TSR (total shareholder return) CFROI (cash flow return on investment) Capital Worth What Paid For Customer Value for money Customer Value Attributes Direct Measures of Quality Re v C om M m ar er ke ci t al Capital Market en u e Company’s processes, activities and assets L M abo ar u ke r t & n tio ent a s lm People Value n i Employee Satisfaction pe fulf m Value-Based f l Innovation Co Se Compensation Employee Satisfaction Innovation

VBM: Why use CFROI as the financial metric? Reported ROE using actual U. S.

VBM: Why use CFROI as the financial metric? Reported ROE using actual U. S. inflation for a 6% “real” IRR project 20 % Return 15 ROE 10 IRR 5 Source: HOLT analysis 0 1870 1880 1890 1900 1910 1920 1930 1940 1950 1960 1970 1980 1990

VBM: CFROI has the strongest correlation to Total Shareholder Returns of any metric Measure

VBM: CFROI has the strongest correlation to Total Shareholder Returns of any metric Measure Correlation to shareholder returns (%) ROE 44 ROCE 31 CFROI 70 Holt source data: US S&P industrials 1998

VBM: 2000 – 2002 first phase of rollout • Focus on financial measures •

VBM: 2000 – 2002 first phase of rollout • Focus on financial measures • Building knowledge of CFROI • Modeling every business • Goal to achieve real 8% CFROI hurdle

10% Cost of Capital Real Growth In Assets VBM: “It’s all about the bubbles”

10% Cost of Capital Real Growth In Assets VBM: “It’s all about the bubbles” 5% 0% -5% -10% 5% 6% 7% 8% CFROI 9% 10%

VBM: Barloworld bubble progression delivers shareholder value Cost of Capital Real Growth In Assets

VBM: Barloworld bubble progression delivers shareholder value Cost of Capital Real Growth In Assets 25% 20% 15% 10% 1999 2000 5% 2001 0% -5% -10% -15% 6. 0% 7% 8% 9% 10% 2002 2003

Since 2002 VBM has evolved into a fully integrated sustainability management system Community e

Since 2002 VBM has evolved into a fully integrated sustainability management system Community e u l (social and environment) va f o r t e n d e l Shareholders m eho e g k a a n t a s l l m y a l d s s e t u s a o o r r e g c n e a t a Employees Customers t n n l I o u ti a m i e s r c s p u o r g

VBM-driven actions include: Shareholders • • • Community • New products and services Pricing

VBM-driven actions include: Shareholders • • • Community • New products and services Pricing and quality of • Customer value analytics customers improvements • Employee value models Margin enrichment • CEO’s Awards Acquisitions and • Sustainability reporting (GRI) disposals Emphasis on cash flows • Black Economic Empowerment • Pac Man expansion Growth in • Surgery to improve operations Smart Partnerships in difficult markets Strategic shifts in focus (eg Avis) Employees Customers

VBM driven actions: Smart Partnerships - moving up the value chain Cost per Ton

VBM driven actions: Smart Partnerships - moving up the value chain Cost per Ton Maintenance & Repair Contract (MARC) Asset Management Ownership Options dd ed Op Training Parts & Service Products va lue a Application In cr ea s ing Systems Basic Support

VBM driven actions: Acquiring Avis - changing strategic focus BTH “Shop Front” C U

VBM driven actions: Acquiring Avis - changing strategic focus BTH “Shop Front” C U S T O M E R S South Africa Parts AVIS Fleet Services Motor Retail AVIS Rent-A-Car Panel Service Fitment / Tyre Subaru EMPOWERED

VBM driven actions: Avis is a springboard for international growth Scandinavia – grow from

VBM driven actions: Avis is a springboard for international growth Scandinavia – grow from existing Avis base Africa – leverage growth in other services from Avis footprint Australia – grow existing retail base and then add other offerings USA – established Freightliner base is foundation for future growth in commercial transport sector

VBM driven actions: sustainable approach to BEE founded on ethics, governance & community value

VBM driven actions: sustainable approach to BEE founded on ethics, governance & community value Strong ethics Good governance • • • A business imperative • IAS compliant • Aligned with global standards of best practice • Continual evolution in approach Obey the law Be fair Be honest Respect others Protect the environment

VBM driven actions: A balanced scorecard is the substance of long term BEE effectiveness

VBM driven actions: A balanced scorecard is the substance of long term BEE effectiveness People development Excellent Employment Equity programmes Equity BU based approach CSI Long proud history Procurement A curate’s egg Directorships Global company dilemma

VBM driven actions: Equity BEE in every South African business unit Equipment Emerging contractors

VBM driven actions: Equity BEE in every South African business unit Equipment Emerging contractors programmes Umndeni Circon (66% BEE equity) Motor NMI-DSM largest BEE transaction in motor industry so far (50% BEE equity) Cement & Lime Sale of majority stake in Afripack to BEE consortium under way (75% BEE equity) Coatings Sizwe Paints (70% BEE equity) Steel Tube Shosholoza steel (70% BEE equity)

VBM driven actions: Pac Man expansion strategy case study

VBM driven actions: Pac Man expansion strategy case study

VBM driven Pac Man strategy: Our Hyster territory in the United States was built

VBM driven Pac Man strategy: Our Hyster territory in the United States was built over 13 years Mo Ok Tx Ak ‘ 92 La Al NC ‘ 79 SC ‘ 79 Ga ‘ 88 ‘ 79 Tn ‘ 79 ‘ 92 Ms Va Ky Fl Hyster territory ‘ 88

VBM driven Pac Man strategy: In 2000 acquired first Freightliner dealerships Ak Tn Ms

VBM driven Pac Man strategy: In 2000 acquired first Freightliner dealerships Ak Tn Ms Barton Freightliner Territory Hyster Territory

VBM driven Pac Man strategy: In 2003 Freightliner territory expands for critical mass Ok

VBM driven Pac Man strategy: In 2003 Freightliner territory expands for critical mass Ok Tx Ak Ms Northwest Arkansas Truck La Texarkana Truck Center Freightliner Territory Hyster Territory

VBM has delivered 4 years of margin and operating profit growth

VBM has delivered 4 years of margin and operating profit growth

Business environment update: generally positive Region Drivers for Barloworld Conditions South Africa GDP/GFCF and

Business environment update: generally positive Region Drivers for Barloworld Conditions South Africa GDP/GFCF and mining Mixed Rest of Africa Mining and infrastructure Slower Spain Infrastructure spend and GDP Still going well UK GDP and manufacturing activity Solid USA GDP, distribution and manufacturing in south east Much more vibrant Australia GDP and housing Bouyant

IN 2002 using our VBM principles we set ourselves a new medium term value

IN 2002 using our VBM principles we set ourselves a new medium term value goal Double the value we create In 4 years (2002 – 2006) 2 x 4 For all 4 stakeholders (investors, customers, employees, social/environmental communities)

Achieving 2 x 4 x 4: 2 pillars of growth, supported by long term

Achieving 2 x 4 x 4: 2 pillars of growth, supported by long term “R&D” businesses and built on VBM Southern African infrastructure Long term “R&D” businesses VBM Global business solutions

Achieving 2 x 4 x 4: Profit analysis reveals 2 major streams of profit

Achieving 2 x 4 x 4: Profit analysis reveals 2 major streams of profit Global business solutions (41%) Southern African infrastructure (57%) Long term “R&D” businesses (2%) 2003 Segment results

Achieving 2 x 4 x 4: different drivers for each pillar t th n

Achieving 2 x 4 x 4: different drivers for each pillar t th n le row l e g ts c Ex nic pec a os g or pr Southern African infrastructure a n on M si c Pa pan ex y k Long term s e lu “R&D” B businesses VBM Global business solutions

Achieving 2 x 4 x 4: strategic focus • “More of the same” in

Achieving 2 x 4 x 4: strategic focus • “More of the same” in new geographies • Add complementary brands • Expand existing and new business solutions and Smart Partnerships™ • Ongoing VBM-driven “quality of business” improvements

www. barloworld. com Our 5 year track record* • The share price has soared

www. barloworld. com Our 5 year track record* • The share price has soared 203% • Profits have risen 97% • Dividends are up 106% * Source: Financial Mail February 27 2003