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Safe Harbor
All statements in this communication, other than those relating to historical facts, are “forward-looking statements” within the meaning of Section 21E of the Securities Exchange Act of 1934, as amended These forward-looking statements and projections are not guarantees of future performance and are subject to a number of assumptions, risks, projections and uncertainties, many of which are beyond our control, which could cause actual results to differ materially from such statements or projections. Important factors that could cause actual results to differ materially from our expectations include, among others: loss or impairment of business licenses or mining permits or concessions; natural disasters; failure to raise the water level in evaporation Pond 5 in the Dead Sea; accidents or disruptions at our seaport shipping facilities or regulatory restrictions affecting our ability to export our products overseas; labor disputes, slowdowns and strikes involving our employees; currency rate fluctuations; rising interest rates; general market, political or economic conditions in the countries in which we operate; pension and health insurance liabilities; price increases or shortages with respect to our principal raw materials; volatility of supply and demand and the impact of competition; changes to laws or regulations (including environmental protection and safety and tax laws or regulations), or the application or interpretation of such laws or regulations; government examinations or investigations; the difference between actual reserves and our reserve estimates; failure to integrate or realize expected benefits from acquisitions and joint ventures; volatility or crises in the financial markets; cyclicality of our businesses; changes in demand for our fertilizer products due to a decline in agricultural product prices, lack of available credit, weather conditions, government policies or other factors beyond our control; decreases in demand for bromine-based products and other industrial products; litigation, arbitration and regulatory proceedings; and war or acts of terror. More detailed information about factors that may affect our performance may be found in “Risk Factors” in our Annual Report Form 20-F filed with the U.S. Securities and Exchange Commission on March 20, 2015. Forward-looking statements and projections represent our views and are given only as of the date of this communication and we disclaim any obligation to update or revise them, whether as a result of new information, future events or otherwise, except as required by law.
All information included in this document speaks only as of the date on which they are made, and we do not undertake any obligation to update such information afterwards. Some of the market and industry information is based on independent industry publications or other publicly available information, while other information is based on internal studies. Although we believe that these independent sources and our internal data are reliable as of their respective dates, the information contained in them has not been independently verified and we can not assure you as to the accuracy or completeness of this information.
2
Index
3
INDEX
Main Deck 1-28
Company Vision, Business Model 4-5
Business Strategy 6-17
Appendices 19-71
About ICL 19-25
Agriculture 27-47
Engineered Materials 48-59
Food 60-63
Efficiency and Operational Excellence 64-68
Our Vision: Fulfilling Humanity’s Essential Needs
4
Rise of the middle class and standard of living across the globe
Increased demand for and use of natural resources
Environmental stewardship and sustainability
We fulfill essential needs in 3 core end markets – Agriculture, Food and
Engineered Materials by utilizing an integrated value chain based on
specialty minerals
Integrated Value Chains Provide Significant Synergies
5 5
Phosphate Fertilizers
Fertilizer Grade
Phosphoric Acid
Food Grade
Phosphoric Acid
Salt (NaCl)
Phosphate Salts
Pure Magnesium
Magnesium Alloys
Compound Fertilizers
Salt (NaCl)
Potash
Specialty Fertilizers
Chlorine based Biocides
Bromine Compounds
Magnesium
Chloride
Solution
Magnesium
Chloride
Raw Materials
Potash
Sylvanite
Crude
Magnesium
Fertilizers Industrial Products Performance Products DSM Product Sold
End Brine
Elemental
Bromine
Phosphate
Rock
Chlorine
Elemental
Phosphorus
Special
Grade Acid
OPFRs & Others
Magnesia
Products (MgO)
Source Major Intermediate & Finished Products
Wildfire Extinguishers
Food Additives
Phosphorus ( Penta)
Sulfide
Polysulphate
Carnallite
PCL3 POCL3
Efficiency Initiatives Contribution – Segment Breakdown
7
USD millions/year
2016 efficiency gains run-rate of $350M Segment run-rate contribution
2016E2015E2014A
ICL PP
ICL IP
Phosphatesand fertilizers
Potash
$240 million
$120 million
$350 million
Procurement
HR Commercial excellence
Production cost
efficiency
Operational Excellence Goals at Our Production Sites
8
ICL Industrial Products, ICL Performance Products
ICL Dead Sea
Potash Engineered Materials, Food
Additional production of 400kt annually beyond the 3 years compensation for the strike losses
Potash cost per tonne reduction of ~ $10 by 2016
EBITDA contribution of ~$50 million by 2016
Successful cost reduction plan implementation –labor down by 10%, P2O5 production up by 15% in 1H2015 vs. 2014
Increase Fertilizers production by ~10%
EBITDA contribution of ~ $80 million by 2016
ICL Rotem
Phosphate
Operational Excellence initiatives implementation started in 2015
Labor costs reduction at ICL Neot Hovav and the elemental bromine plant at the Dead Sea
ICL Iberia
Potash
Reduce our fixed costs per tonne by around €40/t by 2020
EBITDA contribution of ~$20 million by 2016 and ~$50 million by 2020
Operational Efficiency Achievements in Israel
9
Over 250 (over 10%) employees have already left both sites Headcount
Reduction Approx. 50 employees will leave the company by 2018.
ICL Dead Sea, ICL Neot Hovav
ICL Neot Hovav
Additional potash production - ~400kt per year ICL Dead Sea Production
Benefits – anticipated continuous operational improvements
Total benefits (NPV) ~$260 million
Anticipated labor costs savings in 2015 ~$25 million
Gross average yearly labor costs savings as of 2017 ~$80 million
Anticipated labor costs savings in 2016 ~$70 million
Major achievements
NPV of economic benefit: at least $170 million
PolysulphateTM: The Future of ICL-UK
10
Moving from high-cost potash to low-cost PolysulphateTM operations
0
200
400
600
800
1,000
1,200
2014 2020
PolysulphateTM production plan K Tonnes
“Economic” potash reserves at ICL-UK are running out
ICL plans to transition to a pure Polysulphate operation by year-end 2018
Expected production of 1 million tonnes by 2020. Further increase afterwards
Low CAPEX (~£40 million) using existing infrastructure
Additional ~£40 million for granulation facility under consideration
Transition will result in lower costs and higher operating margins for ICL-UK
Three-year accelerated depreciation of potash facilities
Improving cash contribution at ICL UK
Operating income expected to double by 2020 vs. 2015
Operating margins expected to increase to over 30% by 2020
Immediate restructuring expected to contribute $30 million annually, starting from 2H2016
11
Polysulphate™: Solid Market Potential
Readily available new natural fertilizer in the market containing four nutrients: Sulphur, Potassium, Magnesium and Calcium – a substitute for some fertilizers
~50%
~14% K
S
~36% Mg+Ca
Over 200 million tonnes resources in the ICL UK potash mine
Low production cost allows attractive economics for farmers
Environmentally friendly, no chemical processing or waste products, suitable for chloride sensitive crops and for organic agriculture
Proven market acceptance: 50 k tonnes sold in 2014. 2015 target: 120 k tonnes
Polysulphate addresses new market niches and replaces more costly existing products
2020 production and sales target – 1 million tonnes. Long term potential up to 3 million tonnes
ICL's Potash Sub-Segment Production Moderately Increasing while Adding Specialty Products
12
Potential gradual increase of production capability excluding ICL UK
5.15 5.9 7.3
0.12 1
2
0.5
0
2
4
6
8
10
12
14
2014A 2020E 2025E
Million tonnes Potash Polysulphate SOP
Incremental potash production – short term & brownfield potash
Project Production (Mt)
Comments
ICL Iberia 0.3 1st stage brownfield expansion
ICL Dead Sea 0.4
ICL UK (0.7) Beginning 2019
Polysulphate TM 1.0 By 2020
Incremental potash production – long term
Project Production (Mt)
Comments
ICL Iberia 1.0 2nd stage brownfield expansion
ICL Ethiopia - potash 1.0-1.5 Subject to detailed engineering planning and board approval ICL Ethiopia - SOP 0.5
Source: Industry publications, ICL estimates
~
Sales growth will be supported by development of new markets in India and East Africa
ICL to Become a Leading Player in China’s Phosphate Sector
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JV includes upstream mining, bulk fertilizers and downstream specialty businesses
R&D platform: 11 projects in Food, Engineered Materials, Agro and process improvement. Additional projects by year-end
A key milestone in our strategy:
I. increasing phosphate platform by more than 50%, securing long-term reserves
II. expanding phosphate end-to-end business model with a focus on Asia
III. transforming into the world’s leading specialty phosphate player
IV. improving cost competitiveness of our phosphate network
The JV in Numbers
~$180M in the JV Investment
~RMB2,900 (~$450M) in year 1 to ~RMB3,900 (~$600M) in year 5
Revenues
Break even to low single digits in year 1 to low teens in year 5
Operating Income Margins
About $340 million spread over 5 years Additional CAPEX
Change Total ICL* JV Production capability
63% 6.5mt 2.5mt Phosphate Rock
45% 2.7mt 850kt Commodity Fertilizers
15% 895kt 115kt Specialty Fertilizers
117% 1.3mt 700kt Phosphoric Acid
26% 290kt 60kt Purified Phosphoric Acid
64% 410kt 160kt - Incl. Expansion Plans
Formation of phosphate JV with Yunnan Yuntianhua completed:
* Including 100% of the JV’s production capability
14
Danakhil Potash Project - Ethiopia
• Our gate to Africa Ethiopia
Products produced
Potential production capacity
Total CAPEX
Setup phases
Partnership – ICL’s share
Annual CAPEX – ICL’s share
SOP
0.5MT
~ $1.3 – 1.5bn
Phase I (2020) $700-800M
40-60%
~ $100 – 150 million
MOP
1.5MT
Phase II (2025) $600-700M
Project’s estimations demonstrate its attractiveness
Attractive Fast Growing Downstream Business
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Reduce cost of production
Enlarge Product Portfolio
Establish production in attractive markets
Grow with R&D and new Strategic Partners
Specialty Fertilizers
Strategic Initiatives
Growing core business through R&D
Mid term – potential 2020 sales contribution of ~$150M
Long term – significant potential 2020 sales and profit contribution
Margin expansion, pricing, focus on customer unmet needs
Advocacy: SAFR™ (Scientific Assessment for Flame Retardants), Merquel® in China/EU
Industrial Products
Strategic Initiatives
Advanced Additives: Geographic expansion Product differentiation Lean and reliable Food Specialties: New products, functional blends,
protein modifiers Geographical expansion New ingredients, technologies
through R&D
Performance Products
Strategic Initiatives
Estimated CAGR
Estimated CAGR
Estimated CAGR (organic growth) 2015-2019: 3-5%
Estimated CAGR (organic growth) 2015-2019: 4-6%
Estimated CAGR
Estimated CAGR (organic growth) 2015-2019: 2-4%
CAPEX
Estimated CAPEX 2015-2019: $20-40 million p.a. (excluding new NOP plant)
CAPEX
Estimated CAPEX 2015-2019: $60-75 million annually
CAPEX
Estimated CAPEX 2015-2019: $70-90 million annually
ICL attractive investment case
16
Our value chain driven by essential needs
provides ROIC of 15-17%
Efficiency improvement to deliver
$350M EBITDA contribution
Organic growth in the specialty business:
2-6% p.a. Improving government relationships:
re-assess attractive investments in Israel
Mineral asset growth, controlled capex and
significant cost reduction = grow and defend market share
ICL at a Glance
20
ICL is a leading global specialty minerals company that operates a
unique integrated business model to fulfil essential needs in three
key end markets: Agriculture, Engineered Materials and Processed
Food
Utilizes sophisticated processing and product formulation
technologies to produce downstream / value-added products
Operates low-cost, geographically advantaged assets
~50% of production and ~95% of sales (2014) outside of Israel
FY2014 dividend yield: 8.3% (including special dividend) (2)(3)
Company Snapshot
Key Statistics (3) Our Business Segments
US$Bn
Market Capitalization 6.8
Net Debt 2.7
Enterprise Value 9.5
Main Shareholders Israel Corp 46.2%
PCS 13.9%
Q3 2015 Q3 2014
Revenue 1.4 1.6
Adj. EBITDA 0.34 0.35
% Margin 25% 23%
Fertilizers: One of the world's largest producers of potash, phosphate-based fertilizers and specialty fertilizers
Performance Products: Produces, markets and sells a broad range of downstream phosphate-based food additives and advanced additives
Industrial Products: Extracts bromine and magnesium from the Dead Sea and produces and markets bromine, magnesium and phosphorus compounds
19%
18%
15%
48%
Our Business Mix and End Markets (1)
Potash
Fertilizers & Phosphates
Industrial Products
Performance Products 52%
9%
8%
31%
Processed Food
Engineered Materials
Agriculture (Bulk and Specialty Fertilizers)
Fertilizers Segment
Business Mix (Based on 2014 EBITDA)
End Markets (Based on 2014 Revenue)
Other
1 Excludes adjusted EBITDA attributable to Other and eliminations; may not sum to 100% due to rounding 2 Dividend yield calculated as total dividends paid in 2014 divided by current market capitalization 3 Market data as of November 07, 2015; Net debt calculated as total debt less cash, cash equivalents and short term investments
Unique Business Model - Using Resources and Reaching Customers Globally
21
Unique Portfolio of Mineral Assets
Integrated Value Chain
Potash, Phosphates Bromine Magnesium
Potash Potash Phosphate
Mining Chemistry Formulation
Leading Positions in Concentrated Global Markets with Strong Fundamentals
Leading Positions
Israel China
Spain
UK
Ethiopia
Potash Polysulphate
US
Phosphate
From Needs to Products
22
End Markets
Flame Retardants
Industrial Solutions
Advanced Additives
Engineered Materials
~$470M ~$780M ~$650M
Food Specialties
Food
~$530M
Segments
Business lines
Contribution to sales*
Potash Fertilizers
Phosphates Fertilizers
Specialty Fertilizers
Agriculture
~$1,820M ~$910M ~$770M
* In 2014, including inter-segment sales
Unique Portfolio of Mineral Assets – Existing Assets
23
Logistical advantage - close to port of Barcelona
Vast reserves
Cost reduction initiatives
Significant expansion plans
Logistical advantage - close to Teesside port
Polysulphate – increase production to 1 million tonnes by 2020
Low CAPEX using existing infrastructure
Lower polysulphate production costs to double operating income with margins over 30% by 2020
ICL UK ICL Iberia
Dead Sea
Potash, Bromine Magnesium
Potash Potash PolysulphateTM
Low cost in potash, the world’s lowest in bromine
Near-infinite reserve life – potash and bromine
Logistical advantages – stockpiling ability, geographical position
Ongoing operational efficiency measures, including labor reduction
Integrated value chain highly biased towards value added specialty products
Successful efficiency and operational excellence plan at Rotem
Negev Desert
Phosphate
Unique Portfolio of Mineral Assets – Under Development
24
Phosphate - value creation in China
Shift from commodity to specialty
Chinese JV
Phosphate
Danakhil project in Ethiopia
First potash mine in Africa
Production in less than 5 years
ICL Africa
Potash
Constantly examining new opportunities to expand our mineral assets
Fit to our strategy – close to end markets, ability to expand or develop an integrated value chain, adequate shareholder return
Future Opportunities
Potash Phosphate
Strategy Highlights
25
Unique business model Build global
integrated value chains
Execute on $350M efficiency improvements Improve positioning
on production cost curve
Cross-organization process improvement
Grow core business Organic growth Acquisitions
Mineral assets Capability
Enhancing Acquisitions
Asset allocation focused on total shareholder return Divestiture of non-core
assets Attractive dividend
policy
Growth Factors - Fertilizers and Food Products
28
Meat Consumption
Population
Fertilizer consumption
1.0
2.0
3.0
4.0
5.0
6.0 Index, relative to 1962
Yield Growth Required to Meet World’s Food Needs Population, Meat and Fertilizers [Base 1962]
Source: IFA, USDA, USA Census
Diminishing arable land per capita
World Grains Production & Consumption
29 Grains and Pulses: Barley, Corn, Millet, Mixed Grain, Oats, Rice, Rye, Sorghum, Wheat
16.72%
19.80%
21.77%
16%
18%
20%
22%
24%
26%
28%
30%
32%
34%
36%
38%
1.4
1.5
1.6
1.7
1.8
1.9
2.0
2.1
2.2
2.3
2.4
2.5
Bill
ion
To
nn
e
Consumption Production Stock to Use
Sources: USDA, (Updated October 2015)
$1
$3
$5
$7
$9
$11
$13
$15
$17
CHICAGO BOARD OF TRADE (CBOT) CROP PRICES $/bushel
Corn
Rice
Soybean
Wheat
World Grain Price Futures (CBOT)
30 Source: USDA, CBOT. Prices as of November 7th 2015
$12.44
$5.23
$3.73
$8.67
31
Fertilizer Prices
Potash Prices
FOB Vancouver standard KCl
US$/t spot US$/t spot
Average DAP fob Tampa
Average GTSP, fob North Africa
Phosphate Prices
* Source: Fertilizer Week, prices as of October 15, 2015
FOB NOLA granular KCl
200
250
300
350
400
450
500
550
600
650
0
100
200
300
400
500
600
700
32
0.5
1.0
1.5
2.0
2.5
3.0
3.5
4.0
4.5
Ind
ex o
f Fe
rtili
zer
Pri
ce R
atio
to
GP
I Bas
e 20
02
MOP/GPI
DAP/GPI
Fertilizers are Affordable
*GPI = Grain Price Index formula: [(wheat price*7) + (maize price*8) + (rice price*4.5) + (soybean price*2.5)] /22]
Source: CBOT, Fertilizer Week & ICL
33
China China China
China China India
India India
India India
Brazil
Brazil Brazil
Brazil
Brazil
USA
USA
USA
USA
USA
SE Asia
SE Asia
SE Asia
SE Asia
SE Asia
RoW
RoW
RoW
RoW
RoW China India
Brazil RoW
1999 2006 2013 2014 China India Brazil RoW 2020 2025
80*
72*
53
62
Potash Demand Growth Estimates Source: CRU
Region 1999-2014
CAGR
2014-2020
Growth (tonnes)
2014-2020
CAGR
China 7% 1.3 1.5%
India 3% 2.2 7%
Brazil 6% 2.7 4%
USA 1% (0.4) 1%-
SE Asia 6% 2.1 4.4%
RoW 0% 2 2%
Total 3% 10 2.5%
After 2020 annual growth rate returns to 2%, and reaches 18M tonnes
growth from 2014 to 2025
Million tonnes KCl
Source: CRU, ICL estimates
*FertEcon estimations for 2020 & 2025: 75M tonnes & 81.5M tonnes, respectively
34
Agriculture
ICL Dead Sea
ICL Rotem
ICL Turkey
5,855 Employees Worldwide
ICL Haifa
ICL UK
ICL Iberia
ICL Germany
ICL The Netherlands
Fuentes
Nutrisi Everris
ICL Fertilizers: A Global Manufacturer of Products that Fulfills Essential Needs in the Agriculture Market
Potash Fertilizers
Phosphate Fertilizers
Specialty Fertilizers
52% 26%
22%
ICLF 2014 Sales by Lines of Business ($3,400M** )
Of ICL’s Rev ($6,100 M)
56%
Americas* - 22%
Asia* - 27%
EMEA* - 51%
*Of 2014 sales **including inter-segment sales
Strategic Geographic Advantage Clear Service Advantage to Developed and Emerging Markets
Destination (Days) Destination ($/tonne)
Country of Departure Mine-to-Port (km)
(1) China India Brazil China India Brazil
Israel ~200 23 11 22 21 15 17
UK ~30 34 22 20 32 27 17
Spain ~85 27 15 17 34 26 17
Germany ~350 34 23 20 30 26 16
Russia / Belarus ~600 39 27 25 24 26 18
Canada West Coast ~1,700 35 47 43 15 26 29
Source: ICL estimates, Netpas
China
India
IL
Europe
Brazil
US
Low plant gate-to-port costs and ocean freight costs with faster time to markets
• ICL has Shorter and Lower Cost Shipping Routes to Emerging Markets
35 1 Israel based on average from Dead Sea to Port of Eilat and Ashdod; Germany based on Werra to Port of Hamburg and Bremerhaven; Canada based on Saskatchewan to Port of
Vancouver; Russia based on Starobin to Port of Klaipeda; Spain based on Cabanasas Mine to Port of Barcelona; UK based on Cleveland Potash, Saltburn-by-the-Sea to Teesport Commerce Park
37
The Phosphate Market and ICL’s Position
43.0
46.4
- 0.2 0.2 0.4
1.7
1.2
2014consumption
USA China Brazil India RoW 2019consumption
Million tonnes P2O5
Source: CRU
We are active in the TSP, SSP and Phosphoric Acid
• TSP marketing focuses on Brazil, USA and Europe
SSP marketing focuses mainly on Brazil
• We are the largest supplier of PK fertilizers in Europe
• We plan to become a supplier of DAP in future
CAGR 2014-2019: 1.5%
Specialties
Light
Specialties
Commodities
• Added value
• Higher prices
• Smaller volumes
• Selective distribution
Specialty Fertilizers vs. Commodities
CRF (Controlled Release Fertilizers)
WSNPK (Water Soluble Fertilizers)
NOP (Potassium Nitrate)
CN (Calcium Nitrate)
Soluble (MAP/MKP)
“Special NPK”
38
Our Advantages
Supply chain
Production process-technology adding
value
Market position R&D Innovate the next generation
• Controlled release fertilizers • Fertigation and foliar solubles • Enhanced nutrients and water efficiency
• Back integrated • Access to high quality raw material • Efficient supply chain (high synergies)
• Highly professional Agronomic Sales team • Integrated and tailored service • Full product portfolio • Distributor loyalty • Strong Branding
39
40
ICL Iberia – Consolidation and Expansion
ICL Iberia operating capacity development - 2015-2027 (K tonnes)
• Phoenix I+ II (2017): capacity expansion of Suria to 1,080K tonnes, closure of Cabanasas mine, expansion of granular capacity to 1,030K tonnes.
• Phoenix III (2019): new crystallization plant aimed to expand Suria’s Center capacity by extra 200K tonnes of KCl and 500K tonnes of NaCl
• Phoenix IV (gradual, until 2024): a Brownfield project targeted to extend Suria’s Center production capacity by additional 1M tonnes of KCl
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
~1,000
~2,300
• Agreement with Akzonobel to produce and market 1.5M tonnes of vacuum Salt and 50K tonnes of white potash annually
ICL to Establish Bulk Blending Facilities Across Ethiopia to Support Demand Growth
Bulk Blending - fertilizer plant designed to blend several nutrients. The final formula is determined according to the crop needs and availability of nutrient in the soil
Several locations has been investigated
First Bulk Blend was already established in Tulu Bolo by the Ethiopian Government
Djibouti Port
Allana Potash
Oromia
Amhara
SNNP
Tigray Mekele
Nekemte
Tulu Bolo
Worabe
Bahar Dar
• Alternatives examined by ICL • Sites where the Ethiopian Government established or intend to
establish BB facilities without any private business partner
Fertilizers are considered as a strategic commodity in Ethiopia
The plants are design to serve an area of about 200Km radius, use 150 k tonnes of potash annually through various number of formulas
The Ethiopian Gov. is defining the preferred cooperation model between the public and private sectors
41
42
Fulfilling Potash Demand Growth Potential in India
An ICL & IPL JV, Bringing India to the state of the art potash fertilization
- K +K
The program enters its 3rd year, covers 52 districts in 9 states around India
21 experienced agronomists help providing evidence of the profitable use of potash
~400 farmer activities (Oct ’13 – Apr ’15) including field days, jeep campaigns, crop seminars and farmers meetings.
~2,000 Demonstration plots (Oct ’13 – Apr ’15) with more than 20 crops
Results: 15-35% average increase in yields;
Success stories demonstrate benefit-to-cost ratios between 13:1 and 43:1
43
Africa – Driving Demand in an Unexploited Potash Market
Potential potash consumption of more than 400k tonnes between Ethiopia, Tanzania & Kenya. Current consumption – 40-50k tonnes
Africa has 12% of the world’s arable land but only 20% is cultivated
Only 7% is irrigated (40% in Asia)
Share in global population to grow from 15% in 2010 to 23% in 2050
Only 1.7% of global potash consumption
Program led by ICL in collaboration with
Ethiopian partners
Range of activities to increase awareness among farmers of the benefits of potash:
Demonstration plots, outreach to farmers
Soil fertility mapping
Research and validation
Expansion into Tanzania
44
ICL Specialty Fertilizers Strategy to Deliver High Growth Rates
4-6 % CAGR
1-2 % Market Growth
Ornamental Horticulture
(21% of sales)
6-8 % CAGR
0 % Market Growth Professional Turf
(8.5% of sales)
>10% CAGR
5-6 % Market Growth Specialty
Agriculture (60% of sales)
1-3 % CAGR
1 % Market Growth
Chemicals (10.5% of sales)
45
ICL Specialty Fertilizers: The Path for Faster than the Market Growth
0.7 1.4
0.8
1.4 1.4
2.6
2023
5.4
2014
2.9
Market USD bn
1 Other straights includes MAP/MKP, Calcium Nitrate, SOP
ws NPK
NOP
Other Straights1
9%
SOLUBLES
2023
5.4
2014
3.5
5%
FOLIAR LIQUIDS
2023
3.5
2014
0.9
16%
Controlled Release Fert.
ICL Specialty Fertilizers Growth Pillars
Establish production in
attractive markets
Enlarge Product Portfolio-
New Potassium Nitrate
production plant
Reduce cost of production
New production
plants with focus on
emerging markets
Grow with R&D
and new Strategic
Partners
New cost efficient
coating generation
46
Produt Development Trials US$/acre Current practice CRF
Fertilizer volume (lbs N/acre) 60 40
Fertilizer costs 103 103
Application costs 43 20
Yield value 1,188 1,284
Net value1 1,042 1,160
(2 less)
(1/3 less)
(+11%)
Sugar production in Florida
+ 11 % income
2 fewer applications
33% less N
Adoption time 2-5 years
Has to taste fertilizer to check quality!
Proof of Performance and Market Education
Proof of performance
Market education: new technologies adoption
• Field Biology
• Product Evaluation
• Product development
• Trials
• Grower/Food industry
• Projects
Geographical Expansion
47
Production moves closer to Emerging Markets
High logistic synergies
Improve Yield & Quality
Innovative technology
Market education
Worldwide Agronomist team
Focus on Plants needs
Knowledge and experience in the market
Strategic alliance with YTH
ICL Industrial Products: Vast Global Footprint
49
2500 Employees worldwide
Of ICL sales in 2014
22% EMEA
Americas
Asia
Plant
Sales
R&D
Sales by region $1.3B sales in 2014
ICL Industrial Products - from Assets to Markets
50
Bromine
Phosphorus
Mineral Salts
Magnesium
Chlorine
Flame Retardants
Energy and Intermediates
Microbial Solutions
Mineral Applications
Chemistries Key Markets
Back Integration to Customer Solutions
Global Trends Supporting Our Business
51
Population Regulation & Environmental Standard of living
FURNITURE & TEXTILE TRANSPORTATION
WATER TREATMENT
CONSTRUCTION
INTERMEDIATES FOR FOOD,
PHARMA, AGRO OIL & GAS
POWER PLANTS
ELECTRONICS
Global Cost Leader in Bromine
52
0.02 – 0.03 0.03 – 0.05 0.5 – 0.9
3.5 – 4.5 2.5 – 5.5
11.0 – 12.0 g/liter
UndergroundWells
(China)
Sea Water(China, Japan)
Shallow Sea(Ukraine)
Salt Lake(India)
UndergroundWells (U.S.)
Dead SeaOperations
(Israel, Jordan)
• The Dead Sea provides the highest concentration of Bromine
• Cost is related to concentration
• Abundant supply
Source: ICL estimates, MarketsandMarkets
A Global Leader in a Concentrated Market
53
ICL holds the largest capacity Global Bromine Capacity, by producer
280 280
120 120
95 91
92 88
93 83
64 69
2014 2019
Albemarle (Dead Sea)
ICL (Dead Sea)
Other
Albemarle (US)
Chemtura (US)
China
Bromine demand by industry - 2014
Market utilization rates: 70-80%
Flame retardants
41%
Brominated organic
intermediates 21%
Clear brine fluids 18%
Industrial 8%
Biocides 6%
Fumigants 3%
Mercury control
3%
744 731
Source: ICL estimates, MarketsandMarkets
Strategy and Investment Highlights
54
Grow our core business: Organic growth Margin expansion Pricing Portfolio management
Cost reduction: Operational excellence Reduction of labor costs Divest non-core businesses
Advocacy: SAFR™ (Scientific
Assessment for Flame Retardants)
Flame retardants standards
Merquel® in China/EU
Grow the Bromine pie: In-house R&D Outside technical
collaborations Focus on customer unmet
needs to bring new products and solutions
55
Industrial Products’ Growth Projects - a Significant Contribution To Future Sales
FURNITURE & TEXTILE
TRANSPORTATION WATER
TREATMENT CONSTRUCTION
INTERMEDIATES FOR FOOD, PHARMA,
AGRO
OIL & GAS POWER PLANTS ELECTRONICS
Growth areas – short to mid term
Next generation Polymeric and Reactive flame retardants
Brominated biocides
Merquel and Clear Brine Fluids
Purified potassium chloride
Energy Storage
2020 estimated contribution
Potential sales of ~$150M with above average operating income
Growth areas – long term
Energy storage
Gold extraction
Soil fumigation
3-D printing
Significant contribution beyond 2020
Growing core business through in-house R&D
Margin expansion, pricing, focus on customer unmet needs
Advocacy: SAFR™ (Scientific Assessment for Flame Retardants), Merquel® in China/EU
Implementing
growth strategy
ICL Performance Products: Overview
56
Of ICL Sales in 2014*
25% 40%
32%
28%
Non Core
3,300 Employees Worldwide
Advanced Additives
Food Specialties
Sales by Business unit $1.5B sales in 2014
Americas 40%
Asia/Pacific 15%
EMEA 45%
'06 '07 '08 '09 '10 '11 '12 '13 '14 '15E '16E '17E '18E '19E
Op
era
tin
g In
com
e %
Rev
en
ue
(m
$)
Core (Rev $) Non Core (Rev $) Core (OI %) Non Core (OI %)
ICL Performance Products: Focus on Core
57
Thermphos –
P2S5
business
$1,711M
1,533
Estimated CAGR 2015-2019: 3-5% Estimated operating margin expansion: about 150-250 basis points
Advanced Additives – Expand Through Differentiation
59
Class A Fire
ICL provides products and services that help prevent, control, and suppress fires
World-wide reputation A strong market position
2014 acquisition of Auxquimia: specialists in the Class B Foam for oil, refinery and chemical industry
Complete and broad portfolio Own testing facilities Fluorine free product innovations
Class B Fire
Fire Safety Products
61
Food Specialties – What We Do
Linking Markets with Consumer Trends
Sugar Fat
Sodium
Proteins Fibers
Minerals Antioxidants
Healthy Reduction versus Healthy Enhancements
Food Specialties- Increased Global Demand for Proteins
62
Upside potential for protein consumption
per capita
Brazil China
Ethiopia
Germany
India Indonesia
Nigeria
USA
40
60
80
100
120
0 500 1,000 1,500 2,000
Dai
ly P
rote
in /
Cap
ita
(g)
Population (mil)
3.0
7.7 0.45
0.2
'60 '70 '80 '90 '00 '10 '20P
Ara
ble
Lan
d (
ha/
cap
ita)
Wo
rld
Po
pu
lati
on
(b
ilio
ns)
The world population grows, and the arable
land per capita decreases
Decade
Source: GS&PA Research, FAO
Food Specialties – Add Technology Platforms: Whey Proteins in Europe
63
Acquisition of Prolactal/Rovita in Q1/2015 is a big step in implementing the strategy
2014 annual revenue of $110 M; market growth of approximately 10% annually
Proprietary technology can be expanded into other regions
Dair
y
Meat/
Po
ult
ry
/ S
eafo
od
Bakery
Bevera
ge
Phosphate Salts
Whey Proteins
Vegetable Proteins
Spices
ACE Drives Functional Excellence in 5 Key Processes
Commercial excellence
ACE streams
Energy efficiency
Procurement
CAPEX (investment)
R&D
Current Status
Establishment of the commercial excellence
program.
Establishment of a new global function: CIO
Establishment of a new global function: CTO
Establishment of a new global function: CPO
Ongoing efforts
Volume Activity
~ $6000 million of Revenues
Annual spending: ~ $400 million
Annual spending: ~ $4000 million
Annual CAPEX spending: ~ $800 million
~ $6000 million of Revenues
Asset productivity
Revenue increase
Cost reduction
ICL’s core value creation drivers
65
Procurement Savings: Three Potential Levers
What did we do? • One global ICL
approach – regions & management level
• Coordination alignment between global and regional
• Excellent global team work
• Exploration of supply options over the entire value chain
• One global contract or no contract
Result: • Annual saving: $2.1 M
(25%) • Global contract for the
US, Israel & Europe
AC
E
Supplier management
Process management
Demand management
Volume consolidation
Supplier partnerships
Negotiation
Transportation agreements
Make-or-buy opportunities
Simplify specifications to fulfill (not exceed) requirements
Find "replacements" and alternative technologies
Manage service levels/demand
Reduce waste
Success story- Phenol contract
66
As project progresses, budget is committed, ability to change project decisions/add value decreases:
100%
Low
High
Project life cycle
0%
CAPEX Value Engineering
A systematic and structured approach for improving projects, products, and processes
Used to analyze and improve manufacturing products and processes, design and construction projects
Helps achieve an optimum balance between function, performance, quality, safety and cost
The proper balance results in the maximum value for the project
AC
E
Ability to improve value
Commitment of funds
CAPEX value engineering:
Potential cash flow contribution: ~$100M
67
Shared Services Contribution
Reduce and optimize
labor costs
Increase and optimize
productivity
Meet and exceed
service quality levels
Drive centralization as
part of "One ICL"
Vision
Full time employees
50
91
158 184 188
2015 2016 2017 2018 2019
Accumulated employee reduction
Accumulated annual savings
Accumulated Savings ($M)
8
14
24
28 28
2015 2016 2017 2018 2019
SH
S
68