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Gamesa 2015 1976 Gamesa 2015 1976. Gamesa is 1994. Entry into the wind 2000. IPO. The company Gamesa: incorporated, under energy sector. ranks as the world’s #2 1976-2016 the name of Grupo Auxiliar 1995. Gamesa installs OEM. Metalúrgico, working its first wind farm 2001. Gamesa’s shares on management of in the hills of El Perdón included in the Spanish industrial projects and (Navarre, Spain). blue-chip stock index, technology for emerging 1996. Gamesa develops the Ibex 35. Start of businesses. its first wind farm in international expansion 1986. Start-up of activities La Plana (Aragón, Spain). with projects in Portugal, in the aeronautic sector. 1998. Start of wind farm France, Greece, Ireland, 1990. Iberdrola invests maintenance outside the UK, the US, China in Gamesa. of Spain, in Baja California and Mexico. 1993. Participation in the (Mexico). 2002. Gamesa installs construction of a new 1999. Installations the first 2-MW turbine. aircraft for Embraer. reach the 1-GW mark. Acquisitions of Echesa (gearboxes), Cantarey 2006. Aeronautic business 2010. Manufacturing Entry into the solar (generators), Enertrón disposed of to focus capabilities established power business (converters), Made and on the renewable energy in Brazil. New milestone: in India. business. 10 GW installed 20 GW installed in 28 Navitas. 2016. Installation in 24 countries. countries. 2003. Entry into new of the first offgrid 2007. Alliance struck 2014. The company ranks markets: Germany, Italy, prototype. with the Daniel Alonso as the #1 OEM in India India, Vietnam, Egypt, group for the for the first time. 35 GW installed Japan, Korea, Taiwan manufacture Worldwide installations in 54 countries. top 30 GW in 46 countries. and Morocco. of turbine towers. 2015. Creation of Adwen, 2004. Debut supply 2008. First factory a joint venture for the order in India. opened in India. development of the First manufacturing 2009. Installation offshore business. facilities set up in of the first prototype Launch of the 3.3 MW the US and China. from the 5-MW platform. platform. Gamesa 2015 annual report 1 2 Index Gamesa Competitive in 2015 positioning The year in figures Business model p. 8 p. 27 Message from Ignacio Martín, Diversified global presence Executive Chairman p. 28 p. 10 End-to-end management Message from Xabier Etxeberria, of the value chain Business CEO p. 30 p. 14z Innovation Key milestones in 2015 p. 33 p. 18 Business lines Gamesa’s share p. 36 price performance p. 21 Organization p. 40 3 4 5 Strategy Corporate Commitments and outlook governance and risk management Market environment Corporate governance Value creation and outlook at Gamesa p. 82 p. 44 p. 67 Employees 2015-2017 Risk control p. 84 Business Plan and management p. 51 p. 74 Customers p. 88 Financial results Business ethics p. 54 and transparency pledge Suppliers p. 78 p. 91 Results by regions p. 58 Environmental performance p. 94 Communities p. 98 Gamesa in 2015 The year in figures Financial Social and environmental figures figures Geographical breakdown Revenues Sales in MWe of MWe sold Workforce Hours of training per employee (€Mn) 11% USA 21% 29% India 2013 6,079 13% 3,180 3,504 China 2,623 2,846 7.49 19.31 25.9 2,336 1,953 2014 6,431 18% Europe and 2015 7,271 79% 2013 2014 2015 2013 2014 2015 Rest of the World 2013 2014 2015 27% Latin America Underlying EBIT & Margin EBIT Net profit Sick leave frequency rate Accident severity rate (€Mn) (€Mn) (Total number of accidents with sick leave per (Number of days lost per thousand hours 170 million hours worked) worked) 294 0.05 0.05 1.74 1.72 191 8.4% 92 129 1.08 6.7% 0.02 45 5.5% 2013 2014 2015 2013 2014 2015 2013 2014 2015 2013 2014 2015 Net financial debt (NFD) NFD / EBITDA Earnings per share Energy consumption CO2 avoided (€Mn) (€) (TJ) (Mn t) 0.61 506 452 43.25 46.85 51.91 420 1.5x 0.35 308 -143 -301 -0.4x -0.6x 0.17 2013 2014 2015 2013 2014 2015 2013 2014 2015 2013 2014 2015 2013 2014 2015 The year in figures Financial Social and environmental figures figures Geographical breakdown Revenues Sales in MWe of MWe sold Workforce Hours of training per employee (€Mn) 11% USA 21% 29% India 2013 6,079 13% 3,180 3,504 China 2,623 2,846 7.49 19.31 25.9 2,336 1,953 2014 6,431 18% Europe and 2015 7,271 79% 2013 2014 2015 2013 2014 2015 Rest of the World 2013 2014 2015 27% Latin America Underlying EBIT & Margin EBIT Net profit Sick leave frequency rate Accident severity rate (€Mn) (€Mn) (Total number of accidents with sick leave per (Number of days lost per thousand hours 170 million hours worked) worked) 294 0.05 0.05 1.74 1.72 191 8.4% 92 129 1.08 6.7% 0.02 45 5.5% 2013 2014 2015 2013 2014 2015 2013 2014 2015 2013 2014 2015 Net financial debt (NFD) NFD / EBITDA Earnings per share Energy consumption CO2 avoided (€Mn) (€) (TJ) (Mn t) 0.61 506 452 43.25 46.85 51.91 420 1.5x 0.35 308 -143 -301 -0.4x -0.6x 0.17 2013 2014 2015 2013 2014 2015 2013 2014 2015 2013 2014 2015 2013 2014 2015 Message from the Executive Chairman Ignacio Martín Dear shareholder, In 2015, Gamesa focused on execution of its Business Plan, enabling us to make further progress on delivery of our strategic targets, comply with the guidance provided to the market and ready ourselves for the challenges looming in the industry. This strong performance is the result of the professionalism and hard work of our team, made up of almost 8,000 people worldwide, and highlights the virtues of our business model and our ability to adapt to highly diverse geographical and economic environments. 2015 performance In the wake of a healthy performance in prior years, which enabled us to deliver our 2015 guidance ahead of schedule in 2014, in June 2015, we presented our 2015-2017 Business Plan, designed to consolidate our profitable growth and accelerate shareholder value creation. This strategy is underpinned by Gamesa’s core strengths: a company marked by its emphasis on industry, technology and wind (albeit beginning to unlock opportunities in solar power too), geographically diversified, with an end-to-end presence throughout the value chain and decentralised and results-oriented management. Our immediate priorities in 2015 were to tap the growth opportunities presented to the market, while maintaining our financial discipline and robust capital structure and readying the company for growth beyond 2017. All of which, as I mentioned earlier, with the goal of generating growing and sustainable value for our shareholders, while maintaining an attractive dividend policy. Our financial results ultimately topped the targets set for 2015, putting us in a position to bring delivery of our 2017 guidance forward by one year to 2016. Specifically, Gamesa posted a net profit of €170 million, which is nearly twice the 2014 figure, driven by revenue of €3.5 billion and a recurring EBIT margin of 8.4%. As I mentioned earlier, all of this has enabled us to bring our 2017 guidance forward and even raise our targets. Presentation of the Business Plan and its subsequent execution were applauded by the market: in 2015, the company’s shares gained over 100% to end the year at €15.82. 11 Message from the Executive Chairman “Our financial performance topped the targets set for 2015, enabling us to raise our 2017 guidance and bring its delivery forward by one year” Sector environment These good results came despite the fact that the global economic environment was less favourable than initially anticipated, a trend expected to extend to 2016. However, global demand for wind facilities did not suffer: demand firmed by 22% in 2015 to 63 GW (capacity installed during the year). Although this growth is expected to taper somewhat in 2016 and 2017, the outlook for wind capacity remains upbeat, driven by the energy needs of less developed economies and global support for renewable sources of energy, as endorsed at the COP21 climate conference in Paris. During this conference, 186 countries presented voluntary emission-cutting targets; in order to achieve them, around 100 countries proposed increasing the contribution of renewable sources in their energy mixes, specifically referring to wind power. In the wake of the COP21 summit, a number of different international initiatives have emerged, including the American Business Act on Climate Pledge, the Paris Pledge for Action and the United Nations Science-Based Targets initiative, which Gamesa has voluntarily endorsed, in line with its commitment to transition towards a more efficient energy model that makes a meaningful contribution to the effort to halt the tide of climate change. Sustainable development It is also worth highlighting our social performance, having demonstrated the sustainability of our business model as the way to generate value for all of our stakeholders and business communities. In 2015, we updated our corporate social responsibility policies and approved a new Master CSR Plan for 2015-2017, which is structured around seven lines of initiative encompassing over 50 specific actions aimed at boosting our contribution to society. The company’s business growth itself also drove a significant contribution in the form of indirect and direct job creation. The commitment to our employees was reinforced in several ways during the year: taking our workplace health and safety efforts further, encouraging training initiatives 12 Message from the Executive Chairman “Gamesa has set itself the target of becoming a carbon-neutral company by 2025, championing a more sustainable energy paradigm” and further entrenching our promise to protect diversity and gender equality by launching new initiatives such as the establishment of quotas by level of responsibility.
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