Introduction: E.ON Strategic Co-Investments EcoSummit
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1 Introduction: E.ON Strategic Co-Investments EcoSummit
2 An Overview of E.ON At facilities across Europe, Russia, and North America, our more than 72,000 employees generated approx. 122 billion in sales in In addition, there are businesses in Brazil and Turkey we manage jointly with partners. In total E.ON has over 35 million customers With our strategy of cleaner & better energy, we're transforming E.ON into a global provider of specialized energy solutions which will benefit our employees, customers, and investors alike Our objective is to make energy cleaner and better wherever we operate Strategic Co Investments is part of E.ON s Technology and Department (T&I)
3 E.ON to split into two publicly listed companies E.ON to spin off a majority stake in its power & gas up- and midstream business ( New Company ) to its shareholders Intention to divest remaining stake in the new company over the medium term post spin-off Empowering Shaping customers markets Two highly competitive companies with distinct identities Internal spin-off expected to be completed in 2016 Divestment Spanish activities agreed to; divestment of Italian activities under evaluation; E&P North Sea under review 3
4 T&I informs corporate strategy, improves and develops businesses & is guided by group strategy E.ON Corporate Strategy E.ON Technology & Major T&I activities Provide cleaner and better energy for the system Detect disruptive change Cleaner generation mix, better product portfolio Transform E.ON from a utility to a solution provider Explore technologies and innovation opportunities Prepare new business for E.ON 4 Technology &
5 T&I constantly screens mega- and subtrends as starting point for decision on future innovation area RISE OF THE INDIVIDUAL Individuality NEW SOCIETY & ECONOMY Diffusion of power Health & well-being + Urbanization New work New social structure Consumption shift Megatrends Knowledge society ACCELERATED TECHNOLOGY SUSTAINABILITY Disruptive technology & innovation Ubiquitous intelligence & computing Climate Resources & energy 5
6 Technology & is organized as a network Illustrative Three main building blocks E.ON Center E.ON Center E.ON Center Tech- Nology & E.ON Center E.ON Center T&I EIC PEU Technology & within GM with three distinct functions Scouting & Co-Investments: Focus on detection of new and disruptive technologies and CVC activities Portfolio Management: Ensure transparency across all technologies to enable active portfolio management Energy System : Provide a holistic view on energy systems E.ON Centers cover new technologies from today's businesses to drive them forward to a new level of operations Project Executing Units execute all projects and programs of the group wide E.ON centers. PEU are E.ON business units and E.ON Technologies 6 Technology &
7 EIC E.ON Centers (EIC) manage the majority of Technology & activities within E.ON E.ON Centers* Principles of setup E.ON Centers function as networks and steer all activities within their Technology & area across E.ON business units *Including T&I Incubator Each EIC includes a multitude of activities, i.e., innovation programs and projects, as well as tracking activities All E.ON internal resources taking part in these activities are part of the EIC, regardless of their geographic position Each EIC has a dedicated Head of EIC, responsible for translating the Technology & strategy into innovation programs and ensure close collaboration with businesses Heads of EICs are embedded in business units and led by SVP Technology & in GM following the steering & leadership principles (functional steering) 7
8 Projects are executed by units across the whole group with ETG functions as a center of gravity 45 E.ON Project Executing Units* (PEU) Principles of responsibility a A ETG PEU 2011 Add. PEU 2012 Add. PEU 2013 Add. PEU 2014 Single project in Russia All projects are executed by an E.ON business units or E.ON Technologies with responsibility for project management and reporting to the Technology & community New projects are developed by PEU s In order to incorporate and maintain the knowledge within the group and make it available to all parts of the group, ETG function as a knowledge hub with more than 100 FTE working for Technology & Involvement of business units ensure that activities are close to the needs of the business and implementation is prepared *Incl. EC&R North America 8
9 Strategic co-investments Combining start-up innovation with E.ON resources to shape E.ON future Capital 35 m customers 15 countries 5 GW renewables Expertise = WHY Screen outside innovation Bring external innovations into E.ON Info and capital to de-risk commercial deals Benefit from upside provided by E.ON WHAT Equity investments linked to - E.ON s demonstration / validation - E.ON s commercial roll-out WHERE Residential and C&I solutions Renewables balance of systems Distributed energy and storage Smart grid (regulated and unregulated) IT (Big data, cyber security, comms, etc) HOW E.ON T&I set-up brings value beyond capital - SCI & EIC close collaboration - EIC imbedded in business 9
10 why Why Strategic Co-Investment We create a win-win situation for E.ON Screen outside innovation for developments in the markets and technology trends and derive implications for E.ON Find disruptive technologies and business models Bring external innovations into E.ON (either by investment or by facilitating contact to the right partners within E.ON) and develop strategic partnerships for technology development and commercialization Increase the rate of technology development in core areas of interest to E.ON Combine investments with commercial agreements to maximize business impact for both start-up and E.ON Gather information during the financial due diligence process on the company to reduce risk on commercial agreements Participate in the economical upside to the start-up that the collaboration with E.ON brings 10
11 why Why Strategic Co-Investment We create a win-win situation for E.ON and the start up company KNOWLEDGE Access to E.ON s operational and market expertise Access to E.ON resources (engineers, experts, facilities and systems) and suppliers VALIDATION Technology validation Strong reference customer/partner with brand credibility COMMERCIAL ROLL- OUT Additional channels to market Access to one of the biggest customer bases in the utility sector Potential of high volume of purchase orders and strong customer pipeline FINANCIAL STRENGTH Access to growth capital via equity coinvestment Reliable investor for follow-on rounds Network into the VC landscape Company A valuation Company A valuation after E.ON s investment 11
12 What type of investments Four building blocks define the type of investments we make what Companies Products / services Financials Governance Later and growth stage companies with technologies ready for deployment (or close to it), typically B/Cround Strong and reliable syndicate partners and co-investors Products can be used or leveraged by E.ON (invest for value creation through combination of investee and E.ON) E.ON may need to rely on in the future (invest for longterm absorption of external innovation into core business) Typically holding minority stakes (<20%) Typical investments between EUR 3 m and EUR 5 m per portfolio company Board representation in portfolio companies preferred
13 Co-Investments To Date - Portfolio (May 2015) what IT (cybersecurity, comms, infrastructure, etc) Residential and C&I solutions Renewables BOS Smart Grid Distributed energy Fund Managers
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