Search hit 2  of  
Selected Keyword: ‘Performance 2012’

Progress on past medium-term ambitions

In 2010, AkzoNobel stated its medium-term ambitions, which have now been modified. In order to give a final update on progress, we are providing an overview of our achievements relative to those ambitions. In the future, we will provide updates relating to our new targets, as detailed in the Strategy section.

€20 billion in revenue

  • 2012 revenue of €15.4 billion (excluding Decorative Paints North America)
  • Strong growth in Decorative Paints Asia, Marine and Protective Coatings and due to acquisitions in Industrial Coatings and Surface Chemistry
  • Much of our growth resulted from pricing actions and currency
  • Volumes are an issue, particularly in Europe

Reduction in OWC of 0.5 p.a., towards a 12 percent target

  • OWC improved to 11.2 percent
  • Inventory levels remain a key issue and are a focus area in terms of Integrated Supply Chain performance improvement actions

Growth in absolute EBITDA, in a 13–15 percent margin range

  • Absolute EBITDA growth of €67 million vs. 2011
  • EBITDA margin below the 13–15 percent range

Stable to rising dividend

  • It is proposed that the 2012 total dividend be kept stable at €1.45 per share
  • Shareholders are offered an option to obtain a stock dividend

Top quartile safety performance (Good progress)

  • Significant progress in total reportable injury rate towards our target of <2.0 by 2015
  • Implemented our new Life-Saving Rules as part of a global TakeCare behavioral safety program
  • Enhanced the stringency of our behavior-based safety program – more than 75 percent of our manufacturing sites are already consistent with the higher standards
  • Refocused the process safety aspect of our HSE self-assessment program in order to make improvements at high hazard sites

Top quartile eco-efficiency improvement rate (Some progress)

  • Use of our operational eco-efficiency metric (focusing on energy, water, waste and VOCs) led to meaningful progress in these areas against the 2009 baseline
  • Revenue generated from eco-premium products remained at 22 percent and was spread more broadly throughout the full value chain
  • Work on cradle-to-gate carbon footprint improvement is beginning to demonstrate improvements against the 2009 baseline
  • Considerable investment of time and resources in developing the company’s new sustainability strategy for 2020, taking us beyond the basics to focus on resource efficiency throughout the entire value chain

Top quartile performance in diversity, employee engagement and talent development (Some progress)

  • Some improvement in the ViewPoint employee engagement score, both in terms of absolute score and percentile rating, but more effort is required and planned
  • We made good progress with the AkzoNobel Academy, which was established in 2011 to build functional and operational excellence capabilities across the company
  • Made some progress towards our diversity goals – 15 percent of our executive positions are now held by women and 13 percent by individuals from high growth markets (up from 8 percent and 10 percent respectively on 2008)
  • Launched an AkzoNobel-wide employee value proposition supporting the creation of centers of excellence for recruitment and on-boarding processes

Top three position in sustainability (Achieving our ambition)

  • Achieved Chemicals supersector leadership position in the Dow Jones Sustainability Index and, for the first time since 2007, also reached the number one position in all three dimensions (economic, environmental, social)
  • Particular areas of strength were innovation management, risk and crisis management, climate strategy, labor practice indicators and human capital development
  • Strong improvement in operational eco-efficiency
  • Room for further improvement in talent attraction and retention, social reporting, customer relationship management and supply chain management

Keyword Search
Copyright © 2013 Akzo Nobel N.V.