Honeywell 2008 Annual Report

2008 ANNUAL REPORT TO OUR SHAREOWNERS Well … what an “interesting” year 2008 was yield real results. While the year will clearly be tough … and certainly “interesting” seems to apply to on every company, you will not see a reprise of the 2009 also. last recession at Honeywell. It’s our intent to show For the year, we again had terrific financial we perform well in good times and tough times. performance even in a difficult economy, with sales up 6% to $36.6 billion; earnings per share up 19% PORTFOLIO to $3.76; free cash flow of $3.1 billion, excluding Great Positions in Good Industries has made a cash taxes relating to the sale of the Consumables big difference. During this time we’ve acquired 58 Solutions (CS) business, yielding a conversion rate companies ($7.5 billion sales) and divested 32 of 110% on net income; and our fifth consecutive companies ($4.3 billion sales), in each case, 10% annual dividend increase. We made great strengthening our business portfolio. We already progress on all our process initiatives, divested had a good portfolio, and while any of us can still the CS business at a great price, had terrific point to some smaller soft spots, the fact is we are contract wins further bolstering our future, and in significantly better shape today than we were acquired a wonderful position in the rapidly then … and it’s true in every business. We’re more growing personal protective equipment space. global, better diversified, and better positioned The reward … a 47% drop in the stock price across the board. … incredible. Interestingly, at the same time the stock Aerospace has undergone significant declined, our bonds traded strongly and we issued organizational change to make the business more commercial paper at extremely attractive rates. customer- and market-focused … and much less So why the dichotomy? Some investors look costly. It has clearly worked and is manifested in at our impressive six-year track record; sales up customer comments – $40 billion in contract wins 58% (10% annually), earnings per share up 151% in 2008 on top of the $27 billion won in 2007. We (20% annually), free cash flow doubled, excluding sold the CS business ($.5 billion in revenue) to B/E the CS taxes (after dividends up 152%) … and Aerospace for $1.05 billion. CS, which delivers believe that we can continue to outperform even small parts to aerospace company assembly during tougher economic conditions. Conversely, lines, no longer fit with our technology focus. B/E other investors look at our performance during the Aerospace can do a better job with this business last recession (1999-2002) and are concerned for customers and employees. We’ve acquired that, regardless of the last six years, it will happen great positions in defense logistics with Dimensions again during these difficult times. Back then on a International and in condition-based maintenance 6% sales decrease, we laid off 30,000 people and (or predictive monitoring) with Intelligent Automation actually lost money two years in a row. Corporation (IAC). While we can likely expect But … that was a different time. Three Aero sales to decline this year, we also expect to companies (Honeywell, AlliedSignal, and Pittway) weather it well and come out of the cycle very had been brought together and had not been well-positioned because of our wins, the ongoing integrated … financially or culturally … and the cost focus, and our new technologies. problems of each were magnified rather than Automation and Control Solutions (ACS) subdued. That’s changed. since 2002 has grown from $7 billion to $14 billion And … we’re a different company. The both through organic growth and by acquiring changes are significant in our portfolio, leadership (1) great positions in new good industries like and culture, and the “seed planting” we’ve done will gas detection (Zellweger and First Technology), bar code scanning (Handheld and Metrologic), While the R&C highs weren’t as high as they used and personal protective equipment (Norcross); and to be, neither will the lows be as low … and that’s (2) businesses that bolster our current positions a big deal at a time like this. We can expect (eg. Novar). We have a robust acquisitions process, some fall-off, of course, given the economy and from identification, through due diligence and valuation, the short-cycle nature of these businesses, but it’s to integration, and it works extremely well in ACS. not expected to be anything like the difficulties we Organically, the new product stream, geographic faced the last time through. expansion, cost repositioning, and business As a company, several macro trends, such as reinvigoration have been particularly acute in ACS. safety and security, have helped us, and energy Transportation Systems (TS) is clearly a efficiency is becoming especially strong. The better business today but is also experiencing the energy efficiency drive is extremely beneficial for us worst auto industry fall-off any of us have ever seen. because with our existing product line-up (i.e., stuff The industry impacted the business strongly in the we already have) if, for example, the United States second half of 2008 and we expect that to continue could just immediately and comprehensively adopt through much of this year. That being said, the the products we have already designed and are long-term outlook and market dynamics for our tur- in the marketplace today, the country’s energy bocharger business, which represents the bulk of consumption could be reduced by 15 to 20%. TS, have never been better. The world’s focus on Programmable thermostats and HFC blown greater fuel efficiency points to turbochargers as a insulation for homes, upgraded HVAC controls solution. With Honeywell turbos (generally sold as for buildings, turbochargers for cars, updated air Garrett brand), an engine (diesel or gas, small or traffic control systems and efficiency packages for large) can be up to a third smaller and still produce airplanes, efficient process controls for refineries, the same power as a full-size engine… and, signifi- a green diesel process that creates drop-in diesel cantly, using up to 40% less fuel also meaning up to fuel from plants like jatropha and algae … all from 40% less emissions … a very good thing. Given all Honeywell. The world needs energy efficiency our wins over the last few years across all platform and we’re eager to help. categories and around the world, plus our cost and Overall, a much better positioned portfolio … technology advantage, this business will perform better industries, better positions, better performance. very well for the long term. In the very short We’re more global, more diversified, and more term, though, with the industry down and many prepared than the last time. of the new launches occurring late this year and into next year, it will be financially tougher. But that’s one LEADERSHIP AND ONE HONEYWELL of the advantages of being in a company as diversi- It doesn’t get discussed much, with the constant fied as Honeywell. We can invest in those great focus on financial performance, but it is generally new wins to support excellent long-term prospects. true that even with a good portfolio of businesses, Specialty Materials (SM) has seen the the financial performance won’t be there unless most change. We’ve divested 12 businesses the leadership and the culture are there to ($1.7 billion sales), all of which were real issues make it happen. during the last economic downturn, acquired This also has changed significantly. We’ve UOP ($2.0 billion sales), and transformed Resins selected leaders who act in accordance with and Chemicals (R&C) from a money-losing nylon our Twelve Behaviors and concentrate on the business to a largely formula-priced supplier. customer. It’s stuff every company talks about, but it’s surprising how hard it really is to do. money on customer service or key investments. We think about it all the time. Of course, there will be product investments or Thrice-annual in-depth Management expansions delayed, recognizing the reality of our Resource Reviews focus on our top 200 leaders markets, but the critical items will continue so we and organizations; nobody goes into a top 200 can deliver in the short term and the long term. position unless that person is interviewed by me Business success is always about trying to and our HR leader even if we already know them, accomplish two seemingly competing objectives at an automated appraisal and goal-setting system the same time. We want low inventory and great that ensures employees have their goals before customer service, employee empowerment and good the year starts and receive candid appraisals (or controls, market share and good pricing, low costs managers forfeit their salary increase), our review and great quality … the same is true of generating of total compensation for the top 600 people to both short-term and long-term results. Focusing on ensure it reflects the reality of pay for performance today and investing for tomorrow … at the root of all … these things make a difference in developing of these cases is process improvement. leadership and One Honeywell consistent with our Understanding the process and the basic Twelve Behaviors. The written process is easy to questions of who, what, when to make it better, duplicate … the rigor with which we do them is not yields all the improvements in what appears to be … and that’s what makes a difference. the conundrum of achieving seemingly conflicting We have a leadership and a culture that objectives. In a big company, it takes some time performs for our customers, our investors, and to get it right.

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