ir trends and 2010 irgr north america review

8/9/2019 IR trends and 2010 IRGR North America review

1/21

IR Global Rankings EventNew YorkApril 06, 2010


2/21

IR Global Rankings 2010Brief Overview


3/21

Ranking Categories

3

IR WebsiteOnline Annual

ReportFinancial

DisclosureCorporate

GovernanceInvestors

Choice

Evaluation

Content

Design &

Navigability

Interactivity

Technology &Data Handling

Timeliness

Evaluation

Content

Design &

Navigability

Interactivity

Technology &Data Handling

Evaluation

Operating

Information

Financial

Statements (IS,

BS, CF)

Guidance

Conference Calls

Exemplary

Disclosure

Evaluation

Remuneration

and Performance

Board

Accountability

Capital Structure

Shareholder

Protection

Internal Controls

Financial

Disclosure

Online Voting

Best IR Program

Best IR Officer


4/21

Sample of an IRGR Evaluation Spreadsheet

4

Content

Design&Navigability

VisibilityofIRWebsitevs.OtherSections

LinktoIRHomepageinEnglishonFirstPage

Navigability

CompanyhasaS

pecificIRMenu

AllSectionofIRM

enuAreSeenWithoutClicking

DocumentsCanD

ownloadDirectlyWithoutOpeningNewInternetExplo

NumberofClicksNeededtoFindInformation

Upto2ClicksforAnyInformation

From3to4Clicks

forAnyInformation

LinkstoOtherSectionsoftheWebsite

Homein"Portal"F

ormat

LinkstoRelatedT

opics

Interactivity

Technologyand

DataHandling

Timeliness

AnnualReportRe

questDate

ContactPerson(e

mail,etc.)

PackageShipping

Date

ContactInformatio

n

SitehasIRcontac

t(s)and/orRequestForm

Responsiveness

CompanysentE-mailInformingPackagewillbeSent

PackagePostedin4BusinessDaysfromRequestDate

PackagePostedin5-15BusinessDaysfromRequestDate

Updates(Conside

reinotamaxqdotempreoaoatual)

UpdateDateInfor

mationAvailable

LastWebsiteUpdate-LessThan1Week

LastWebsiteUpdate-LessThan2Weeks

Total

50,0 15,0 1,0 1,0 7,0 2,0 3,0 2,0 5,0 5,0 2,0 2,0 1,0 1,0 10,0 15,0 10,0 1,0 1,0 4,0 1,0 3,0 2,0 5,0 1,0 4,0 3,0 100,0

23,5 13,5 1,0 1,0 5,5 2,0 1,5 2,0 5,0 5,0 2,0 2,0 1,0 1,0 5,5 6,5 8,0 5-Jan-09 relaciones. inver 1,0 1,0 3,0 1,0 - 2,0 4,0 - 4,0 3,0 57,00

39,8 9,5 1,0 1,0 3,5 2,0 1,5 - 3,0 3,0 2,0 2,0 1,0 1,0 8,0 13,0 8,5 5-Jan-09 investor.relation 1,0 1,0 3,0 1,0 - 2,0 4,5 0,5 4,0 3,0 78,75

36,7 14,0 1,0 1,0 6,0 1,0 3,0 2,0 5,0 5,0 2,0 2,0 1,0 1,0 6,3 11,0 8,5 5-Jan-09 1,0 1,0 3,0 3,0 - 4,5 0,5 4,0 3,0 76,40

26,5 14,0 1,0 1,0 6,0 1,0 3,0 2,0 5,0 5,0 2,0 2,0 1,0 1,0 1,5 12,0 8,5 5-Jan-09 1,0 1,0 3,0 1,0 - 2,0 4,5 0,5 4,0 3,0 62,50

43,0 13,0 1,0 1,0 5,0 2,0 3,0 - 5,0 5,0 2,0 2,0 1,0 1,0 8,0 13,0 9,0 5-Jan-09 [email protected] 1,0 1,0 4,0 1,0 3,0 4,0 1,0 - 3,0 86,00

1,5 13,0 1,0 1,0 6,0 2,0 3,0 1,0 5,0 5,0 2,0 1,0 1,0 - - 2,5 4,0 1,0 1,0 - 3,0 - - 3,0 21,00

28,5 12,0 1,0 1,0 5,0 2,0 3,0 - 5,0 5,0 2,0 1,0 1,0 - 2,3 7,5 6,0 5-Jan-09 1,0 1,0 - 5,0 1,0 4,0 3,0 56,25

26,5 12,0 1,0 1,0 5,0 2,0 3,0 - 5,0 5,0 2,0 1,0 1,0 - 4,8 10,0 9,0 5-Jan-09 gmansur@ami l. 1,0 1,0 4,0 1,0 3,0 - 4,0 1,0 2,0 3,0 62,25

9,5 8,0 - - 2,0 2,0 - - 5,0 5,0 2,0 1,0 1,0 - 3,3 11,0 6,0 5-Jan-09 AMPServices@ 1,0 1,0 1,0 1,0 - - 4,0 4,0 3,0 37,75

3,0 9,0 - - 3,0 1,0 - 2,0 5,0 5,0 2,0 1,0 1,0 - - 2,0 1,0 5-Jan-09 1,0 1,0 - - - - - 15,00

24,5 12,0 1,0 1,0 4,0 2,0 - 2,0 5,0 5,0 2,0 2,0 1,0 1,0 3,3 12,0 8,5 5-Jan-09 corporatecomm 1,0 1,0 3,0 1,0 - 2,0 4,5 0,5 4,0 3,0 60,25

26,0 8,0 1,0 1,0 2,0 2,0 - - 3,0 3,0 2,0 2,0 1,0 1,0 8,3 13,0 8,0 5-Jan-09 1,0 1,0 3,0 3,0 - 4,0 - 4,0 3,0 63,25

28,5 8,5 1,0 1,0 3,5 2,0 1,5 - 2,0 - 2,0 2,0 1,0 1,0 2,0 8,5 3,5 5-Jan-09 1,0 1,0 - 2,5 0,5 2,0 1,5 51,00

8,0 8,0 1,0 1,0 3,0 2,0 - 1,0 3,0 3,0 2,0 1,0 1,0 - 2,0 11,0 5,0 8-Jan-09 1,0 1,0 - 4,0 - 4,0 3,0 34,00

34,5 12,0 1,0 1,0 5,0 2,0 3,0 - 5,0 5,0 2,0 1,0 1,0 - 6,5 13,0 9,0 5-Jan-09 4823. flavia@br 1,0 1,0 4,0 1,0 3,0 4,0 - 4,0 3,0 75,00

23,5 12,5 0,5 0,5 5,0 2,0 3,0 - 5,0 5,0 2,0 2,0 1,0 1,0 2,0 10,0 8,0 5-Jan-09 1,0 1,0 3,0 3,0 - 4,0 1,0 2,0 3,0 56,00

22,0 7,0 1,0 1,0 2,0 2,0 - - 3,0 3,0 2,0 1,0 1,0 - - 9,0 5,0 5 -Jan -09 CATABOTE@B 1,0 1,0 1,0 1,0 3,0 - 2,0 3,0 43,00

38,3 15,0 1,0 1,0 7,0 2,0 3,0 2,0 5,0 5,0 2,0 2,0 1,0 1,0 8,5 11,0 5,5 5-Jan-09 1,0 1,0 - 4,5 0,5 4,0 3,0 78,25

43,5 10,0 1,0 1,0 2,0 2,0 - - 5,0 5,0 2,0 2,0 1,0 1,0 7,5 14,0 9,0 5-Jan-09 1,0 1,0 3,0 - 3,0 - 5,0 1,0 4,0 3,0 84,00


5/21

Individual Feedback and Best Practices Report

Participants who choose to acquire the individual feedback report

will receive suggestions for improvements where applicable, as wellas a benchmark report with key best practices and examples tofollow for each category

5


6/21

Key IR Global Ranking Points

6

A TrueGlobal

Ranking

UniqueEvaluation

Method andRanking System

Transparency

IndividualFeedback

ReportsGlobal Benchmark

Comparisons

Recognition

What Makes IR Global Rankings Unique?


7/21

IR Global Rankings 2010

Global Trends Impacting

IR Professionals


8/21

2010 IRGR Highlights

Risk Perception

More questioning from investors and analysts;

Increased demand for information.

8

FOCUS: IR Productivity and Efficiency

The Scenario: Aftermath of the Crisis

IR Budget

Tightening budgets;

Need to deliver results on limited resources.


9/21


9

What investors and analysts demanded most?

What is new and what is not new: even with business as

usual, investors wanted to be sure they got all risks covered;

Increased scrutiny over companies internal controls andgovernance structures;

Not only pure performance, but also sustainability of results

over time.

How did Companies respond?


10/21


Content Disclosure of Corporate Governance information;

Investor Days / Meetings information;

Audio and transcripts of conference calls.

10


Differentiate from others through detailed content

64%51%

69% 66% 64%

46%35%

55% 60% 54%

Afr ica Asia/Pac ific Europe Latin

America

North

America

Content

2 010 20 09

86%77%

92%83%

92%

63% 61%

79%71% 75%

Afric a Asia/Pac ific Eur ope L atin

America

North

America

Corporate Governance

2010 2009

Aftermath of the crisis: improve content


11/21

Shinsei Bank

www.shinseibank.com/investors/en/ir/


11

Not onlywhat, but

HOW it is

structured.

Describe roles and

responsibilities.

Corporate Governance Information


12/21

METRO AG

www.metrogroup.de


Complete and thorough

information: bio, term of

office, fields of

responsibility .

12

Corporate Governance Information


13/21


Earnings Release in

(html/pdf); Financials

(html/excel); ConferenceCalls Presentations

(pdf/links to webcasts) .

Nexen

www.nexeninc.com

Special section forInvestors Day: all

presentations, webcasts

and transcripts.

13

Quarterly Calls & Investors Days
http://www.nexeninc.com/http://www.nexeninc.com/


14/21


14

Budgets are even more limited. What now?

Budget reduction tests IR teams ability to sell the story to an

even more demanding audience (as discussed in item 1);

Access to information, transparency, equal treatment cannotbe hindered;

Simpler (and low-cost) features to put information and pass on

the investment message effectively.

How to deliver more for less?


15/21

Interactivity Financial data in downloadable Excel format;

Social networks, Web 2.0.


15

43%33%

54% 56%70%

34%25%

44%51%

64%

A fr ic a Asia/Pac ific Eur ope L atin

America

North

America

Interactivity

2010 2009

0%

22%

14%

19%

27%

0%

8%11%

7%

13%

Afr ica Asia/Pacific Europe Latin America North

America

Web 2.0 / Social Media

2010 2009


Facilitate the access to / distribution of existing info

Back to basics: implement simple features


16/21


16

Event Centric Charts, Downloadable Files

METRO AG

www.metrogroup.de

Event-centric charts, with

comparisons with main

indexes, peers in

downloadable files.


17/21


Social Bookmarking:

linking to main/most

popular social networks

available.

17

Social Networks

METRO AG

www.metrogroup.de

Next steps: not only which network to use,

but how content should be

presented/posted/monitored.


18/21

K+S Aktiengesellschaft

http://www.k-plus-s.com/en/ir/


Investors Fact Book: easy

to find, interactive

investors kit.

18

Financial Data

Debt and other BS info breakdown andevolution


19/21

Trend: Are the gaps narrowing?

Is technology creating a levelplaying field for IR programs?

Is the narrowing gap (cross sector,

cross region, smaller vs larger cap

companies) observed in past

years still a trend?

19


20/21

IRGR Scores x P/E x Mkt.Cap

20

1

2

3

4

5

-

5,0

10,0

15,0

20,0

25,0

65,00 70,00 75,00 80,00 85,00

Trailing

P/E

IRGR Score - Website

Health Care

1

2

34

5

-

5,0

10,0

15,0

20,0

25,0

30,0

35,0

68,0 70,0 72,0 74,0 76,0 78,0 80,0 82,0

Trailing

P/E


Technology

12

3

4

5

-

2,0

4,0

6,0

8,0

10,0

12,0

14,0

16,0

18,0

67,0 68,0 69,0 70,0 71,0 72,0 73,0

Trailing

P/E


Utilities

Mkt Cap

Source: Bloomberg, March 2010

Small caps, even with smallerbudgets, can put together an

efficient IR Program with solidresults;

Global standards convergence islikely to prevail over regional orindustry characteristics.


21/21

Questions & Answers