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Jonathan Ling Chief Executive Officer Fletcher Building Limited

Jonathan Ling Chief Executive Officer Fletcher Building Limited. Fletcher Building. Market Leading Businesses. Building Products. Laminates & Panels. Distribution. Infrastructure. Steel. Revenue – 11%. Revenue - 16%. Revenue - 26%. Revenue - 30%. Revenue - 17%. Plasterboard

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Jonathan Ling Chief Executive Officer Fletcher Building Limited

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  1. Jonathan LingChief Executive OfficerFletcher Building Limited

  2. Fletcher Building

  3. Market Leading Businesses Building Products Laminates & Panels Distribution Infrastructure Steel Revenue – 11% Revenue - 16% Revenue - 26% Revenue - 30% Revenue - 17% Plasterboard Insulation Metal Roof Tiles Other Business • Aluminium • Sinkware • Forman Group • Access Floors Construction Concrete • Cement • Readymix • Aggregates • Concrete Products • Rocla Pipes and Quarries Building Materials Distribution • 62 PlaceMakers stores The Laminex Group • MDF • Particleboard • LPM • HPL Formica • HPL Rollforming & Steel Painting Steel Merchants Long Steel • Electric Arc Furnace • Reinforcing bar, mesh and wire • Scrap

  4. Fletcher Building Locations

  5. Geographic Diversification of Revenue Base

  6. $million Sales Revenue $million 7000 7000 5926 5926 5520 5520 4636 4636 3958 3958 3221 3221 2966 2966 2002 2002 2003 2003 2004 2004 2005 2005 2006 2006 2007 2007 2008 2008

  7. 484 379 347 240 168 93 Jun-02 Jun-03 Jun-04 Jun-05 ¹ Jun-06 Jun-07 1. Restated for IFRS Net Earnings $million 484 379 347 240 168 93 Jun-02 Jun-03 Jun-04 Jun-05 ¹ Jun-06 Jun-07

  8. Share Price

  9. The Fletcher Building Model • Decentralised autonomous business units • maximise decisions made at the coal face • bias against shared services toward ‘fit for purpose’ services • Ensure and develop the right business unit leadership • money makers • people leaders • proven at strategic growth • High performance culture with transparent performance metrics

  10. The Fletcher Building Model • Role of the head office is: • leadership selection and development • governance • capital allocation A model of low cost performance management and governance

  11. The Leadership Development Challenge • We need to develop leaders who are: • money makers • people leaders • strategic growers • We need to develop high performance cultures and frameworks • We need to achieve this globally to around 300 key business leaders across diverse cultures • Traditional business schools are generally not well equipped to meet these needs

  12. Current Programmes • Transformation Leadership (1 year part time programme) • Melbourne Business School • University of Auckland • Meikle high performance culture and frameworks • Australia and New Zealand • Customised executive MBA (3 years part time) • Durham University UK

  13. Current Programmes • Limited residential senior management programmes • Wharton Business School • London Business School • Limited sponsorship of individual MBAs

  14. Conclusion We are growing at a faster rate than our leadership development programmes, but simply doing more of what we already do is not the answer

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