CEO Forum

We also remain committed to our core principles and values,
strategic focus areas and core processes. In the next phase of our
strategy, our action focus will switch to a greater emphasis on
organic growth and innovation. The next steps we have identi-
fied are:
• Hardwire new organization model
• Deliver continuous improvement culture
• Build further operational excellence
• Drive organic growth and innovation
• Pursue value generating acquisitions

Falder: More of the same only different and better! To remain a dynamic\innovative and straightforward business. The ethos of HMG is evolution and rarely revolution. We continue to do our best in doing what we do and the results we achieve short, medium and long-term are based on constant cultural principles in the way that we operate. Helping each other to progress, making new ideas work, maintaining great mental attitude, taking action on opportunity, making product we like ourselves first, and having some fun along the way.

Gläser: As a 100 percent family owned business, we aim to safeguard this status and to maintain sustained profitable growth. Meanwhile, looking back on 116 years of successful corporate history, our medium-term goal is to become a member of the global Top 5 family owned businesses in the coatings industry.

Gorella: The Beckers Group has developed very well over the last six years. We will continue with our strategy of expanding organically, enhancing our services and product offerings to our customers, and establishing Beckers as the trusted and preferred partner in the industrial coatings industry as well as actively looking for add-on acquisitions. Contributing to a better future is definitely part of our long-term strategy; we have a vision to become the most sustainable coatings company and this will also steer the development of our product portfolio. We see significant opportunities ahead for the Beckers Group!

Kameith: We aim to achieve further growth in all regions, especially in China and the ASEAN region. We not only invest in production plants but also, more importantly, in research and development and the education of our employees to build-up local talents. By 2020, 30 percent of our R&D resources will be located in Asia. Further plans we focus on include the development of innovative products and services as well as the identification of profitable niche segments.

McGarry: PPG remains in a position of strength as we ended the year with nearly $1.9 billion of cash and short-term investments providing us with financial flexibility going forward. We continue to believe that coatings remains a consolidating industry and our acquisition pipeline remains active across geographies and end use markets.

In the coming year, we will be faced with an evolving economic and regulatory environment. Despite this, we expect improved momentum in overall global economic growth with gradually improving growth rates in developed regions, and continuing but uneven growth in emerging regions. The time-line for growth improvement, however, remains uncertain. We continue to carefully manage costs and identify opportunities to simplify and streamline business processes.

Shaver: Long term we will continue to execute strategies within our existing Transportation Coatings and Performance Coatings segments to win new business and develop or acquire products that current or prospective customers will need.

We’ll continue to globalize products that have strong roots in one region but offer benefits that meet the needs of customers in other parts of the world. And we will seek share growth in more developed markets, leverage the impact of growing GDP in countries where it can affect car sales, and focus on industrial products that can serve infrastructure builds in emerging markets. CW