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 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  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 Sweden Norway Denmark

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

Saint-Gobain > 1,200 companies and > 50 countries 220,000 employees Sales 1.6 Self financing 3.7 Industrial investments Net income 2006€ Bn€ Bn

Building Distribution Packaging Flat Glass Construction products High-Performance Materials Building Distribution largest and youngest sector within Saint-Gobain

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 Sanitas Troesch Sweden Norway Switzerland

Organisation Optimera Gruppen CEO Finance Project/Land developmentHR Group controlling IT Business development Supply Chain Category Group Development Optimera NorwayOptimera SwedenOptimera Trade Finance/accounting Proff Controlling Personel StoresProff Controlling Personel Stores Finance/accounting Industry Controlling Personel 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 Industry trends Key Nordic customers Growing demand for customer segmentation and differentiated concepts Investment needs Consolidat ion among suppliers Rising demand for enhanced value chain efficiency Increasing requirements for capital return Growing international competition Varying consolidation in the Nordic countries

Optimera – Market shares Norway 2006 Source: TBF 2006

Optimera – Market shares Sweden 2006 Source: Prognosecenteret, Industrifakta, own estimates and annual reports

Some key figures: Optimera Norway Sweden Product range ratio:  Timber24%22%  Heavy building materials16%16%  Hardware & tools 9%16%  Wood products – floors10%13%  Masonry civil eng. products 8%11%

Some key figures: Optimera Norway Sweden Customer segments:  Consumer33%30%  National contractors14%13%  Regional ”26%14%  Local ” 8%24%  Industry – wholesale19%19%

Optimera – consistent and profitable growth  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 The acquired companies are now delivering approximately 20% of total revenues Sales 2003 – 2012E

Sales – by markets

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

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

Flow of Goods - definitions Lev OPT/ SC OutletCust C1 B2 A3 A1 A2 B1 Lev Supp A1 = From Supplier to SC Warehouse A2 = Direct from supplier to outlet A3 = Direct from supplier to Customer 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 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%

Present situation Future situation Supply chain Strategy W arehouse structure and distribution model Warehouse structure 8 full service warehouses in Norway Parallel buffer- and security stock No full service warehouses in Sweden 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 systemsCommon IS Systems

Present situation Future situation Supply chain Strategy W arehouse structure and distribution model Distribution model Distribution to all business units from all warehouses Local 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 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 Centralised planning and call-off Total optimised flow Full utilisation of Ex-work Dedicated product portfolio based on business unit’s needs

SC organisation

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” 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” RIKTIG  VARE  ANTALL  PAKKING  MERKING  STED  TID  PRIS  RÅD ”Østlandets beste logistikkpartner” Hoved-/ Distribusjons- lager BVH/ Proffbutikk Kunde Fysisk vareflyt A2 B2 A3 B1A1C1 Lev § 20 V E K T

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