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v1 EGC 2016 CEO (amanda)

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Transcript of v1 EGC 2016 CEO (amanda)

Fiscal Year 2016 Business Overview

EGC Critical Components
STRATEGY
COMPETITOR OVERVIEW
COST & WORKING
CAPITAL INITIATIVES

FINANCIAL
MARKET SHARE GROWTH
Manage growth in our traditional diverse business while strategically investing to grow in select Pump, Valve, Compressor and FPSO applications.
Commercial
To gain market share leadership and be recognized as a subject matter expert in performance critical applications

Technical Solutions
Providing a comprehensive portfolio of application specific materials and full service engineering and manufacturing capabilities with the sole focus of improving operating performance

Product Application
Continued product expansion by leveraging our material portfolio and maintaining a broader vision for opportunities in our key applications.

Sales
Inside sales
Application engineering
Valve
Sales
Inside sales
Application engineering
Compressor
Sales
Inside sales
Application engineering
FPSO
Sales
Inside sales
Application engineering
Pump

Team-based Opportunity
Management

Co-ordinated communication

Focused on core applications

Engineered solutions

Technical knowledge

Follow projects jointly

CUSTOMER
Harvest
Incremental
New Technology
Leverage of existing products to new customers or regions
PTFE Balls
Piston Cups
Wafer Seals
Stock Shapes
Fibrex
Gaining market share of who we are today

Injection molded pump products
dures materials for pumps
Compressor valve plates
Compressor packing rings
Compressor Piston & Rider rings
Diaphragms
Machined parts
Optiseal
Poppets
Future technology and products
Cryogenic fugitive emission seals
Labrynth seals
High Temp Fibrex bearings
Market material alternatives
New winder XPC material
LFH Connector
MARKET SHARE GROWTH
Pumps
Leverage relationships with OEM’s to increase new build and aftermarket opportunities

Gain dures™ material specification with end users

Support EPC companies on capital expansion projects

Following the same tactical plan in Europe

Valves
Expand with critical service valve OEM customers in Europe and North America

Speed to market by in house and third party product testing to qualify design

Focus material development on areas of forecasted growth such as LNG

Compressors
Target smaller to mid size OEM’s for faster market share gain

Continue to develop project pipeline with larger key OEM’s

Expand polymer product offering within current customer base

Grow with more diverse OEM’s in adjacent markets


FPSO
Competitive playing field is limited due to material, manufacturing and quality requirements

Focus on small to mid size builders of swivel stacks, turret and mooring systems

Continue to service the fleet leasing and design maintenance companies

Following the same tactical plan in Europe

Market awareness of EGC
Following our strategy to become the market leader

Regular external email communications to individuals

Technical Articles in industry publications to be known as a subject matter expert…5 released in 2015

Press releases

Technical presentations at industry gatherings

API 610 Pump committee member to select materials

Over 50 formal presentations to OEM’s and End Users to discuss capabilities and materials

GREENE TWEED
ST. GOBAIN
BALFOR
CPI
ALL COMPETITORS
3H OR GREEN TWEED
WILDEN IN HOUSE MFG
Pending
$490K
Won
$1,765K
Pending
$195K
Won
$725K
Won
$500K
Won
$350K
Won
$200K
Pending
$300K
Won
$3,797k
Pending
$4,490K
Won
$300K
How EGC has positioned itself against competition ?
Recruitment of key positions with deep established relationships and market credibility. Selected from major competitors

Positioned speed and flexibility as our competitive advantage

Gained market share with the launch of our dures™ family of materials

Took advantage of timing to exploit competition in a down market

Focused to our strategy and not complacent, therefore aggressive to grow

Reduce raw material inventory weeks from 10.8 to 7.0


Extension of 3rd party payable weeks extended from 5.0 to 6.4


Continued cost management


Continue to review alternative methods to further improve receivables
Balance Sheet
Cash Flow
Ratio
Operating Statement
NET WORKING CAPITAL
H2
3,623
3,702
4,282
15/16 Fcst
14/15 Actual
13/14 Actual
H1
3,902
4,286
4,617
15/16 Fcst
14/15 Actual
13/14 Actual
OPERATING CASHFLOW
H1
H2
FULL YEAR
1,439
2,668
1,509
15/16 Fcst
14/15 Actual
13/14 Actual
3,552
3,844
6,627
15/16 Fcst
14/15 Actual
13/14 Actual
4,991
6,512
8,136
15/16 Fcst
14/15 Actual
13/14 Actual
Focus on strategic markets.

Concentrate core competencies on critical applications.

Cost management.

Continue value extraction from supply chain.

Cash generation.

Efficiency gains through lean initiatives.

Gaining market share by exploiting competitor weaknesses.

Organic growth by expanding product offerings.

Escalate growth by targeting small to mid sized OEM’s.

Expand strategic footprint into Europe.

Gain market credibility as subject matter experts.


Maintain a diverse customer base.

Continue to expand aftermarket
sales through OEM partners.

Build long term relationships with key customers.

Building a customer centric culture.


Full transcript