Skanska - Prosjekt Norge

Skanska

Oslo November 23, 2011 Petter Eiken Adm.dir. Skanska Norge

How to cope with a multinational project business

Facts about Skanska AB Skanska is a leading international project development and construction company. By combining our expertise and financial strength, we develop offices, homes and public-private partnership projects. We create sustainable solutions and aim to be a leader in quality, green construction, work safety and business ethics. Of course, we also aim to maximize the potential of Skanska with regard to returns. - Revenue 2010: SEK 121,4 billion - 4,000 recurring customers - 50 000 employees - 4 business streams - Selected home markets in Europe, the U.S., Latin America

Local market – global strength

The Skanska Group

Skanska Financial Services Group staff units

Senior Executive Team

Residential Development Commercial Development Infrastructure Development Construction

Skanska Finland

Skanska UK

Skanska Latin America

Skanska USA Civil

Skanska USA Building

Skanska Commercial Development Nordic

Skanska Infrastructure Development

Skanska Sweden

Skanska Poland

Skanska Czech Republic

Skanska Commercial Development Europe

Skanska Residential Development Nordic

Skanska Norway

Skanska Commercial Development USA

Skanska Industrial Production Nordic

Skanska Residential Development UK

Skanska Residential Development Poland

Skanska in the Nordic region

− 50 bill. SEK revenue (Swe, Fin, Nor - Danmark)

− 5 Business units

− 70 regions

− 200 districts

− 22000 employees

− From decentralized to integrated

An increased need for profesionals that have an overall view

Specialization / globalization

Some consequenses of our multi national organization

− Enormous availibility of competence and experience

− You can’t do to much in parallell

− Focus on targets and incentives

− We have much to learn when it comes to structure and long term focus

− We can contribute a lot when it comes to enthusiasm and involvment

Managament / meetings / follow up − Senior Executive Team (SET)

− Strategy − Targets − Synergies − Follow up

− Finance − CoC − HR − Project approval

− ORA (Operational Risk Assesment)

− Development projects

− CEO, EVP’er og SVP’er + Business controllere

Meeting points

− Management Meeting (yearly)

− Board meetings in the BU’s − 4 times a year

− Management Review − 2 times a year

− Quarterly Review (finance and other targets) − 4 times a year

− Cluster meetings − Bi-monthly

ORA − ”Heat maps” in all BU.

− ”Bid projects” are approved on certain organizational levels depending on − Size − Complecity − Segments − Experience

− SRT – SET Review Team − Experienced specialists

− STB – SET Tender Board

− Standard ”templates” for structured information

− IT systems for follow up

The five zeroes

0 0 0 0 0 Zero loss-making projects

Zero environmental incidents

Zero accidents

Zero ethical breaches

Zero defects

”The six big rocks”

− Live Our Values

− Be Market Makers

− Explore New Horizons

Work Smarter

Learn and Lead in Safety

Build Winning Teams

Confidential

Some new challenges for us up here…

Construction

− Chinese construction companies have grown rapidly in recent years − Now 3 out of 5 of ENRs Top Ranking 2010 of largest contractors in the world are

Chinese

− Huge domestic market

− All large Chinese contractors have approx 90% of their revenues within China and the rest mainly in Africa (Skanska. 20% of revenues in Sweden)

− Annual investments in the rail sector will peak around 2013 which will leave the Chinese players with enormous spare capacity. They are already offering highly competitive prices and a package of cheap financing

− 5 Year plan puts expectations on Chinese construction companies to grow in developed markets, such as the US. Example − China State Construction has recently hired Goldman Sachs to help them acquire civil

contractor(s) in the US.

− We visited several spectacular office buildings and the quality looked good

− Safety is not near our standards

14

15

”Torpedoes in the sea” − Public sector in southern Europe have to save money

− Construction capacity will go North

− Norway is a small nation – but with a big budget

− We have to expect more competition

− It is important to compete in a way that the society develops in a sustainable way

Some challenges

− Quality issues − Too high price focus migth ruin predictability and quality

− Social standards – and safety − What can we accept when it comes to conditions for foreign

workers

− Do we want to be part of the whole value chain in Norway − The politicians have to decide on this – and set the rules

Public sector in Norway

− Conservative (too rich)

− 429 municipalities are 200 to much

− The sector is important for the construction industry – without knowing

− I see progress - and better communication

− Hopefully they will in an increasingly pace act as a demanding client – getting value for their money – and developing a responsible construction industry

Population - Our Shrinking Earth

Source: WTO 2007, Geodata Portal compiled from UNPD 2007 World bank 2006

Urbanisation – city growth

Demographics – shifting population by 2050

Energy Information Administration (2006). Emissions of Greenhouse Gases in the United States.

Skanska HQ USA Empire State building, 32 floor

Energy saving >38% LEED Platinum Certified

Built in 1932

Productivity Production

Waiting

Moving

40%

30%

30%

Skanska Xchange is a Nordic program

Skanska Xchange Center Residential

Large difference in production cost – Multi

Building cost kEUR per sellable area (m2)

Sweden Finland**

0

0,5

1,0

1,5

2,0

2,5

3,0

3,5

Norway

Waste

Construction is one of the most inefficient industries when it comes to consumption of finite resources

Example – Multi in Mäntylinna

Waste during production

Target waste level in Skanska Fin

5 kg/m3

Average level in Skanska Fin – south

5,8 kg/m3

Mäntylinna 1,4 kg/m3

Learnings

− We will move more production to factories

− We have to standardize the components that does not affect the design

− We have to benchmark projects based on cost and time

− We have to create “best practice” − Products − Processes

A Great Boss is passionate about people − Sets clear expectations

− Builds diverse effective teams

− Adjusts communication style

− Listens

− Assesses peoples strengths and weaknesses

− Assesses peoples potential

− Develops and implements development plans

− Coaches rather than directs

− Confronts performance problems

− Provides feedback often - very often

− Shows understanding of others thoughts and feelings

− Recognizes, praises and celebrates