Case Study - Energy Procurement Faurecia

Case Study Faurecia Energy Procurement

Jaime MALO – Energy Commodity Leader

22/10/2014

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Faurecia at a glance

Non Production Purchasing

Faurecia data

Strategy

Best practices and Benchmarking

Agenda

Faurecia Energy Procurement – Barcelona – 22/10/2014 2

Faurecia Energy Procurement

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World’s sixth largest automotive supplier


*including €13.7 billion of product sales

18

34

320

97,500

countries

employees

sites

billion in sales* engineers

R&D centers

programs in development

patents filed in 2013 500

5,800

30

485

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A strong presence in all automotive regions


NORTH AMERICA

6

21,000

41

SOUTH AMERICA

3

6,000

22

ASIA

6

13,500

45

EUROPE

15

55,000

160

54% sales

13% sales

5% sales

27% sales

Plants R&D centers Employees Sales

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A diversified customer portfolio


In % of product sales

38% German

28% American

20.5% French

7% Asian

24.7% Volkswagen Group

7.1% BMW

6.1% Daimler

14.9% Ford

7.9% GM

5.0% Chrysler

1.3% Other Asian

1.6% Hyundai

4.2% Nissan

6.5% Renault

14% PSA Peugeot-Citroën

1.9% Commercial vehicles

4.9% Other

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Faurecia well positioned on key technology trends


ENVIRONMENTAL PERFORMANCE

Emissions Control Technologies

NOx and particulate reduction for light and commercial vehicles

Renewable materials

FUEL EFFICIENCY &

CO2 EMISSIONS REDUCTION

Faurecia can offer weight reductions of up to 100 kg per vehicle, representing a reduction of 10g of CO2/km

Energy recovery

Composite systems

LIFE ON BOARD

Decoration and premium quality

Human-Machine Interface (HMI)

Comfort and well-being

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Non Production Purchasing Scope


Building Lease 120 11%

Industrial Services &

Supplies 497 45%

Energy 124 11%

HR - Temp Labor 162 15%

HR & Consultants 57 5%

IT 60 6%

Travel 80 7%

1 100 M€ without Building Construction

Purchases 60%

SALES

NPP 12%

PURCHASES

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Non Production Purchasing Scope


Electricity 95,8 77%

Natural Gas 17,3 14%

Industrial Gas 5,7 5%

Propane 2,5 2%

Water 1,9 2%

Fuel Oil 0,6 0%

Energy 124 M€

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Key figures – Electricity and Natural Gas


Energy TO

GROUP Germany France Iberia East Europe North

America UK

Electricity 95,8 27,6 21,6 14,9 15,6 13,8 2,3

Natural Gas 17,3 5,6 7,5 3,5 0 0,4 0,2

TOTAL 113 33,2 29,2 18,4 15,6 14,2 2,5

95,8

27,6 21,6 14,9 15,6 13,8

2,3

17,3

5,6 7,5

3,5 0 0,4

0,2

GROUP Germany France Iberia East Europe NorthAmerica

UK

Natural Gas

Electricity

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Reduce spend through consolidation and best practices deployment

Consolidate and source suppliers matching our specifications and manage the

panel

Protect the company :

by consistent supplier contracts

by ensuring internal procedure application

Contribute to minimize the total cost of ownership (purchase to pay

administrative process, e-procurement, working capital, …. )

NPP Mission


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NPP – Position in the organization


CEO

BG 2 BG 1 •CFO HR BG 3 GS

PP NPP FIN IT AUDIT Operations

ONE ORGANIZATION

BY

BUSINESS GROUP

Non-Production

Purchasing

BUSINESs GROUPS SUPPORT FUNCTIONS

PP Operations

Production

Purchasing

ONE ORGANIZATION

SERVING

ALL BUSINESS GROUPS

LEGAL

COMM

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NPP – Organization Chart


COMMODITIES

COUNTRIES

NON PRODUCTION PURCHASING

GROUP DIRECTOR

ENERGY, IT, TRAVELS

HR & CONSULT.

INDUSTRIAL

SERVICES & SUPPLIES

North

Europe

BUILDING

CONSTRUCTION

MEXICO

Iberia &

Africa

France

Eastern

Europe

CHINA

& KOREA

EUROPE

US-CANADA

SOUTH

AMERICA

AMERICA

Controler

& Analyst

INDIA

SYSTEMS &

PROCESS

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NPP – Roles and Responsibilities


GLOBAL COMMODITY TEAM

TRAVEL ENERGY

& UTILITIES

INDUSTRIAL

SERVICES

& SUPPLIES HR

BUILDING

CONSTRUCTION

& REAL ESTATE

France

RE

GIO

NS

T

EA

MS

GROUP DIRECTOR

IT & OFFICES

ENG. &

CONSULTANTS

1. STRATEGY

2. METHODOLOGY, CONTRACTS TEMPLATE

3. TRANSVERSAL PROJECTS

4. GROUP CONTRACTS & PANEL

1. CONTRIBUTE TO COMMODITY PROJETS / IMPLEMENT CONTRACTS

2. TAKE IN CHARGE PARTS NOT YET COVERED BY COMMODITY

3. LEAD/CONTRIBUTE TO PROJECTS TO IMPLEMENT BEST - PRACTICES

4. RUN THE DAY - TO - DAY ADMINISTRATIVE PROCESS

North Europe

East Europe

Ibery

UK

US - Canada

Mexico

SAO

CHINA

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Faurecia - Energy Procurement Organization

Commodity Director

ENERGY CONSULTANTS PARTNERS

(Strategic consultants)

Commodity Leader

Commodity Buyer Comodity Buyer

- France

- Germany

- UK

- Italy

- Luxembourg

- Austria

- Netherland

- China

- Poland

- Czech Rep

- Slovakia

- Hungary

- USA

- India

- Spain

- Portugal

- SAO

- Mexico

- South Africa

ENERGY COMMITTEE - EUROPE

- NAO

- SAO

CONSUMPTION CONSULTANTS

Used to reduce costs trough local

analysis (contracted capacity, rates,

exemptions, off peak consumptions,…)


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Approach change - From forecasting to Risk Management

Actually we have markets that are giving us the price till 2018, and

consequently we can have a CAP on the energy cost

So we can give a very good and real idea of future costs, as opposed to the

normal way of trying to find out the future price of Brent and $/€

Forecasting is quite complex and as the markets are unpredictable, we have

put in place risk management strategy in order to have a budget stability

Risk Management Strategy is not possible to be introduced on all the markets,

as some of them are regulated and others are not fully mature


Market (16/10/14) 2015 2016 2017 2018

TTF 23,556 23,975 23,888 23,5

OMIP 48,11 48,11 48,51 -

EEX 34,1 33,1 32,1 32,05

ICE Belgium 50,08 46,25 45 -

ICE Netherland 44,19 41,23 40,35 39,93

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Strategy defined together with Group Finances with the following

Objectives

When possible realize a budget reduction

Take advantage of opportunity moments to fix low budgets

Avoid huge year-on-year budget jumps

Contracts

Electricity: Long term multi-click contracts, with a minimum of 4 clicks per

year in order to allow split purchase spreading.

Natural Gas: Floating contracts based on Hub with the option to fix with a

minimum of four clicks per year.

Horizon: Set to 3 years

Fixing moment

Risk management

Protective price fixing

No more than 5% upward deviation when a budget has been established

Strategy on Energy contracts


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Ensuring flexibility in supply contracts in order to avoid take or pay penalties

Problem: in most countries energy procurement contracts have penalties for

contractual volumes not used (take or pay)

Solution:

There is no “standard” solution

It depends on the Country, energy regulation and level of competitiveness

changes

Some supplier are more flexible than others

Develop a “different” partnership with few suppliers (international)

Flexibility on Energy contracts


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Flexibility of energy contracts

No actions to do

Negotiation of re-selling overcharges

Monitoring of consumption

More detailed forecast of consumption (RFQ)

Regular monitoring of consumption

Regular forecast consumption communication to

suppliers

Countries in which

is possible to have

contracts without

take or pay clauses

Countries in which

is possible to have

contracts with take

or re-sell clauses

Countries in which

only take or pay

contracts are available

« full flexible » markets

« semi-flexible »

markets

«not flexible » markets

Faurecia Energy Procurement – Barcelona – 22/10/2014

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Contracts coverage


Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

23 plants ARENH

13 plants Regulated

Germany 28 plants Deregulated

20 plantsDeregulated

HT

3 plantsDeregulated

LT

UK 4 plants Deregulated

Portugal 7 plants Deregulated

MI - USA 4 plants Regulated (**)

MI - USA 3 plantsDeregulated

(**)

OH - USA 2 plants Deregulated

USA (the rest) 13 plants Regulated

Canada 1 plant Deregulated

Poland 6 plants Deregulated

Czech Republic 6 plants Deregulated

Slovakia 5 plants Deregulated

INDEXED MODEL

RFQ ONGOING

RFQ ONGOING

INDEXED

FIXED PRICE

FIXED PRICE FIXED PRICE

FIXED PRICE

(100% purchased)

FIXED PRICE

(100% purchased)

FIXED PRICE

(70% purchased)

FIXED PRICE

(100% purchased)

FIXED PRICE

(70% purchased)

FIXED PRICE

(20% purchased)

FIXED PRICE

(100% purchased)

FIXED PRICE

(100% purchased)

FIXED PRICE

(60% purchased)

FIXED PRICE

(40% purchased)

FIXED PRICE

(40% purchased)FIXED PRICE

FIXED PRICE

(100% purchased)

FIXED PRICE

(100% purchased)

FIXED PRICE

FIXED PRICE

(100 % purchased )

FIXED PRICE

(100 % purchased )

INDEXED

FIXED PRICE FIXED PRICE

Spain

FIXED PRICE

( 100 % purchased )

FIXED PRICE

( 90 % purchased )

2014

FIXED PRICE BL and PL

( 100 % purchase ) + NOME

2015


( 100 % purchase ) + NOME


( 25 % purchase )

FIXED PRICE

( 100 % purchased )

ELECTRICITYMarket

model

2013

France

FIXED PRICE

(0 % purchased )

FIXED PRICE

(50 % purchased )

FIXED PRICE

(0 % purchased )

2016


( 25 % purchase )

FIXED PRICE

( 30 % purchased )

FIXED PRICE

FIXED PRICE

(40 % purchased )

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

21 plants

Big

consumers

Deregulated

14 plants

Small

consumers

Deregulated

Germany 29 plants Deregulated

Spain 14 plants Deregulated

Portugal 3 plants Deregulated

26 plants Deregulated

1 plant Regulated

Canada 1 plant Deregulated

Poland 6 plants Regulated

Czech Republic 6 plants Regulated

Slovakia 5 plants Deregulated

INDEXED (NCG)

FIXED PRICEFIXED PRICE

(100% bought)RFQ on going

USA

INDEXED PRICE

NYMEX

Some plants with fixed

prices

INDEXED (TTF)

FIXED

INDEXED (NCG)

INDEXED PRICE

AECO or EMPRESS

INDEXED PRICE

AECO or EMPRESS

REGULATED REGULATEDPreparation for RFQ

Market is opening

RFQ on going

FranceINDEXED PRICE (to

regulated one)

FIXED PRICE

(30% bought)

FIXED PRICE

(100% bought)

FIXED PRICE

(100% bought)

FIXED PRICE

(38% bought)

SPOT INDEXED

PRICE

SPOT INDEXED

PRICE

NATURAL GASMarket

model

2013 2014

INDEXED PRICE

NYMEX


prices

2015

INDEXED PRICE

NYMEX


prices

INDEXED (TTF)

(100% fixed for 2014 and 65% for 2015)

INDEXED (TTF)

(70% fixed for 2015)

INDEXED PRICE

(to regulated one)INDEXED PRICE

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To act “beyond price” and on the long term

On the normal day-to-day life

Bring expertise / initiative to support our costs optimization targets

Long term must be felt as a win-win partnership and not as a contractual

constraint imposed by technical reasons with no visibility on the future

Other opportunities like

Purchase by tranche

Medium term consumption forecasting

Synergies

….

Flexibility and partnership with suppliers


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Energy fundamentals

ELECTRICITY COST – 5 Pillars

Commodity:

Forwards Supply versus Demand / Speculation

Crude Oil

Production (Nuclear, Thermal, Hydraulic, Renewable)

Transport and distribution:

Capital spending program in forecast of the future needs + maintenance

Decision makers: Companies and/or the authorities

Taxes:

government and world environmental policy (Kyoto)

Usage Profile:

Base vs Peak hours

Capacity / Rate contracted

Consumption:

Volume


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Drivers of electricity price

Price of electricity depends on several factors:

Type of production (nuclear, thermal, hydraulic, renewable…)

Brent oil quotation (impact is more and more relative)

Proportion between production and consumption (energy import vs export)

Availability of production resources (resources import vs export)

Cumulated energy deficit of each Country

Market speculation

International crisis or unexpected circumstances (as Japan earthquake)

IMPORTANT: If Brent oil quotation decrease, it doesn’t mean that electricity

price does the same or in the same proportion


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Drivers of electricity price

Long term (in the past up to 2010) – Electricity “follows” the trend of Brent

Since 2010 electricity price do not follows Brent trend, and even sometimes the trend is opposite. During short period of times a correlation can be found

Electricity forwards

Crude Oil Price

€/$ ratio


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Electricity futures price development (Europe)

Markets: EEX, OMIP, ICE, PJM, MISO, NordPool, etc.


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€/M

Wh

European forward electricity prices

NL Y+1 DE Y+1 BE Y+1 UK Y+1FR Y+1 ES Y+1 IT Y+1 CZ Y+1SK Y+1 HU Y+1 PL Y+1 (€/MWh)

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Electricity Futures Price Development (USA)

Y+1 Y+2 Y+3


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US Electricity Market Structure – short analysis

Market is state-oriented which means that law regulation, commodity

suppliers, utility suppliers may vary state to state.

In comparison to European market, where on country level we have one legal

regulation, in USA they are both federal & state regulation.

Depending on state & volumes we are in regulated or in deregulated market.

Deregulation in US is just starting (some stated decided to stop the

deregulation process). It is like the process lived in Europe 10 years ago. US

market is evolving.

It is not possible to compare US to a single European country. It must be

compared with the whole Europe (big differences from one country to another

in terms of regulation, prices,…)


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Electricity overview – Price breakdown

Electricity

40%

60% 55% 60%50%

60% 60%

75%

60%

40% 45% 40%50%

40% 40%

25%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Germany UK Spain Portugal Czech Rep France Poland USA

Distribution + Taxes

Commodity

Electricity price (€/MWh)

59,676,3

57,5 62,048,9 49,6 48,2

33,9

89,4 50,9

47,0 41,448,9

33,0 32,1

11,3

0,0

20,0

40,0

60,0

80,0

100,0

120,0

140,0

160,0

Germany UK Spain Portugal Czech Rep France Poland USA

Distribution + Taxes

Commodity


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Drivers of Natural Gas

Price of natural gas depends on several factors:

Brent oil quotation (effect on long terms)

Availability of production resources (resources import vs export)

Type of source of reseller (spot market or long term contracts)

Market speculation

Shale gas exploration and exploitation uncertain. Shale gas will change energetic market structure

IMPORTANT: The price of natural gas is more sensible to Brent oil quotation

than electricity one, but not strictly correlated (effect in medium term)


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Natural gas futures price development (European Hubs)

Markets: TTF (NL), NCG (GE), Zeebruge (BE), NBP (UK) and PEG (FR)


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€/M

Wh

European forward gas prices

TTF Y+1 NCG Y+1 Zee Y+1 NBP Y+1 (€/MWh) PEG N Y+1

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Natural gas futures price development (WW Comparison)

USA Europe Faurecia Energy Procurement – Barcelona – 22/10/2014 30

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Natural gas overview- Price breakdown


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« Basic purchasing »

« Organize information »

« Act beyond price »

A general strategy based on 3 steps

PANEL CONSOLIDATION,

INTERNALLY or WITH OTHER COMPANIES

Focus on : PRICE

CONTRACT MANAGEMENT & STANDARD REPORTING

ARE FACILITATED BY A REDUCED PANEL

Focus on : DATA CAPTURE and KNOWLEDGE MANAGEMENT

BENCHMARK PROCESS = 2nd SOURCE OF COST

OPTIMIZATION

Focus on : BEST PRACTICES DEPLOYEMENT

CONSOLIDATE

TO REDUCE PRICES

=

VOLUME

LEVERAGE

•STRUCTURE

•TO BETTER MANAGE

•=

•STANDARD

•REPORTING

•OPTIMIZE COSTS & CONSUMPTION

•=

•BENCHMARK

•BEST PRACTICES

To compensate weak points compared to PP situation

(lack of relevant data captured n our IT systems)

As NPP spend does not always vary with plants activity,

other levers must be activated to optimize costs

More particular to NPP

Similar to PP


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Working process for cost savings action plans agreed upon action plans

TOP-DOWN

STRATEGY & MARKET ANALYSIS

SPEND & SUPPLIER PORTOFOLIO ANALYSIS

CROSS PLANTS

BENCHMARK (PRICES, KPI, …)

BEST PRACTICES

BOTTOM-UP

REVIEW WITH PLANTS MANAGERS

PLANT NEEDS & PRIORITIES

PROJECTS

LIST

NPP

COMMODITY team

OPERATIONS

+

NPP REGIONAL team

NPP

REGIONAL team

Costs saving actions

identified by . . .

CONSOLIDATION CONSISTENCY CHECK by COMMODITY team versus the PURCHASING STRATEGY

COST SAVINGS ACTION PLANS

ROLLING PLANS UPDATED ON SEMESTER BASIS


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The purpose of the benchmark is to

Define average ratio that can be considered as standard values

Identify plant best practices that explain performance better than the average

Help the plants above this average to improve their costs by informing them

about best practices and achievable targets

The first benchmark is based on 2006 data from European plants, to create

energy consumption KPIs of sites within the same product group

Following the benchmark, it’s been decided in which plant to launch energy

audit, in order to go in depth and analyse differences of consumption. Results

of energy audits used to identify new best practices to apply to other plants

Benchmarking Energy Consumption KPIs


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Benchmarks highlight potential savings

EXAMPLE : Energy

Physical dr iver = activity in [Worked Hours]

[consumption in MWH]

Site KPI =

[worked hours]

Average of SUM of [consumption in MWH]

the category =

SUM of [worked hours]

POTENTIAL SAVINGfor sites above average :

[site KPI – Average]

= 50% x x [SPEND]

[site KPI]

50%

0% 33% 66% 100% 0% 5% 10% >10% 7,6 M€


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KPIs used

Electricity

MWh / worked hours

MWh / m2 – Building surface

MWh / Employee (direct + indirect)

Natural Gas

MWh / m2 – Building surface

MWh / Employee (direct + indirect)

Industrial Gas

Spend in % of sales

Energy Consumption KPIs


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Best-Practices process : Organization

PLANTS

EXPERTS

BUSINESS

GROUPS

GROUP

BENCHMARK

P1 P2 Pn BEST-IN-CLASS

BEST

PRACTICE

BG STEERING COMMITTEE = OPERATIONS + EXPERTS (+ NPP when relevant)

GROUP STEERING COMMITTEE = BG Manufacturing VP’s + NPP Director

INTRANET

DEPLOYMENT

TOP - DOWN

BY EXAMPLE

BEST

PRACTICES

BENCHMARK

KPI

EXCHANGE INFO / LAUNCH WORKSHOPS ON COMMON SUBJECTS

/ TRACK DEPLOYMENT / CONSOLIDATE REPORTING / DEFINE

STANDARD KPI

DEFINE SCOPE

EVALUATION

PUBLISH VALIDATE DEPLOY

FINE-TUNE KPI

KPI


Pro

pert

y of

Fau

reci

a -

Dup

licat

ion

proh

ibite

d

Develop benchmarks and best practices


Pro

pert

y of

Fau

reci

a -

Dup

licat

ion

proh

ibite

d


Thank you very much for your attention

Business

Case Study - Energy Procurement Faurecia