L'Air Liquide S.A. Annual Report 2013

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FY2013 Annual Report · L'Air Liquide S.A.

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2013 ANNUAL REPORT

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CONNECT02

INTERVIEW WITH BENOÎT POTIER,

CHAIRMAN AND CEO

06
GOVERNANCE

10
FIGURES

CONNECTED

TO THE WORLD
16
A YEAR IN OUR BUSINESSES

28
WORLD TOUR

CONNECTED

TO GROWTH
38
STRATEGY

40
LOOKING FORWARD

42
COMPETITIVENESS

44
INVESTMENTS

46
INNOVATION

CONNECTED

TO YOU
50
TALENT

52
SAFETY LEADERS

54
SHAREHOLDERS

56
CUSTOMERS

58
PATIENTS

60
COMMUNITIES

62
FINANCIAL INFORMATION

PUBLISHED BY THE
COMMUNICATIONS DEPARTMENT
OF AIR LIQUIDE GROUP,
APRIL 2014
75 quai d’Orsay, 75007 Paris,
France

CONSULTING, DESIGN, CREATION
& PRODUCTION:

PHOTO CREDITS: LACOMPANY/PASCAL
DOLÉMIEUX, LACOMPANY/STÉPHANE
RÉMAËL, LACOMPANY/STÉPHANIE
TÉTU, LACOMPANY/JACQUES GRISON,
LACOMPANY/ÉMILE LUIDER, LACOMPANY/
GRÉGOIRE KORGANOW/MICHEL LABELLE,
VINCENT KRIEGER CREATIVE SPIRIT, CAPA-
PICTURES/B.BENNETT, CAPA-PICTURES/
P.WACK, CAPA-PICTURES/M.EDWARDS,
AIR LIQUIDE SABA, RASGAZ QATAR@2013,
FRANCK DUNOUAU, P-E. RASTOIN,
OXITENO, GETTY, SHUTTERSTOCK, X.

L’ AIR LIQUIDE S.A. COMPANY
ESTABLISHED FOR THE STUDY
AND APPLICATION OF PROCESSES
DEVELOPED BY GEORGES CLAUDE
WITH ISSUED
CAPITAL OF 1,720,879,792.50 EUROS

Certifié PEFC

Ce produit est issu
de forêts gérées
durablement et de
sources contrôlées.

10-31-1705

pefc-france.org

This report was printed on Magno
satin paper. As part of its sustainable
development approach, Air Liquide has
chosen to print this document on PEFC-
certified paper. The fibers of this paper
come from forests planted and managed
in a sustainable manner. The paper is
printed by a printer certified by ISO
14001, PEFC and Imprim’vert®.

WORLD LEADER IN
GASES, TECHNOLOGIES
AND SERVICES FOR
INDUSTRY AND HEALTH,

Air Liquide is present in 80 countries with
more than 50,000 employees and serves
more than 2 million customers and patients.
Oxygen, nitrogen and hydrogen have been at
the core of the company’s activities since its
creation in 1902. Air Liquide’s ambition is to
be the leader in its industry, delivering long-
term performance and acting responsibly.
Air Liquide ideas create value over the
long term. At the core of the company’s
development are the commitment and
constant inventiveness of its people.
Air Liquide anticipates the challenges of
its markets, invests locally and globally and
delivers high-quality solutions to its customers
and patients, and the scientific community.
The company relies on competitiveness
in its operations, targeted investments
in growing markets and innovation to
deliver profitable growth over the long-
term. Its solutions that protect life and the
environment represent around 40% of sales.

countries80

employees+50,000

million
customers

+1million
patients&

400,000

individual shareholders

INTERVIEW
with Benoît Potier, Chairman and CEO

“ A high performing organization
is always connected to its environment,
markets, customers, partners
and shareholders.”

THIS ANNUAL REPORT IS
CALLED CONNECT. WHY?
Because Air Liquide is by its nature
a connected organization. Ours
is a business of proximity, which
requires that we have firm roots
planted regionally, as close as
possible to consumption centers.
We are present in 80 countries
and our 50,000 employees serve
more than two million customers
and patients around the world.
We are also connected to the
major industrial clusters thanks to
our network of 9,000 kilometers
of pipeline. So we are engaged
with the regions in which we
operate, with our markets and our
customers as well. This is what
allows us to anticipate their needs,
develop new ideas and create
value.

IS A CONNECTED
ORGANIZATION A HIGH
PERFORMING ORGANIZATION?
Not necessarily. Conversely, a high
performing organization is always
connected to its environment,
markets, customers, partners and
shareholders.

It is an imperative and a condition
for success but not the only one.
By being connected, Air Liquide is
able to anticipate, adapt, innovate,
exert leadership and pursue long-
term profitable growth.

IS IT A RESPONSIBLE
ORGANIZATION AS WELL?
The two notions are closely linked.
Being open to the world and
attentive to its transformations
provides a better understanding
of the major challenges facing
society, as well as of new practices
and changing expectations on the
part of citizens. The Group makes
efforts to be responsible in the
way it responds to them, through
solutions that it develops, and in
the way it runs its operations.
Our commitment to corporate
responsibility is also reflected in
the way we forge relationships
with our employees, our
customers, our patients, our
partners and our shareholders—to
whom we are connected.

HOW DO YOU ASSESS
AIR LIQUIDE’S 2013
PERFORMANCE?
We achieved another year of
growth with a solid performance.
All of our Gas and Services
business lines and every
geographic zone reported growth.
Group revenue rose by
+3.7%, adjusted for currency
and natural gas impacts, while Gas
and Services revenue rose by +4%.
The operating margin, which was
positively impacted by the high
level of efficiency gains, reached
16.9%. Thanks to the +5.5% rise
in net profit, adjusted for the
currency impact, we were once
again able to propose a higher
dividend. Net debt fell slightly
and is well under control.
Therefore 2013 saw business
growth, the return to a more
supportive economic climate
during the year, an increase in the
pace of growth in the Americas
and Asia, investments and
acquisitions in growth markets
and a healthy, well-managed
balance sheet. Last year, we also
demonstrated our capacity to

INTERVIEW
with Benoît Potier, Chairman and CEO

“ Our strategy is one of profitable
growth over the long term.”

HOW DO YOU SEE 2014
SHAPING UP?
I am confident over the medium
term due to the high level of
investments decided in 2013,
as well as the level of orders in
both Engineering & Construction
and the technological areas,
and our pipeline of investment
opportunities one year out.
The commissioning of 23
production units in 2013 will also
contribute to growth in the next
few years, as will the innovations
and technologies we are currently
developing. In this context,
and barring a degradation
of the environment, the Group
is confident in its ability to deliver
another year of net profit growth
in 2014.

reinforce our competitiveness
through efficiency gains and by
adjusting our structures to the
dynamic of our markets. Once
again, we showed that the Group
can generate profitable growth
over the long term.

AND IN TERMS OF
INNOVATION?
In 2013, we accelerated the
innovation process by creating
dedicated structures that operate
as a network.
We also made progress in new
markets and technologies,
including the start-up of the
world’s largest helium production
unit in Qatar. New steps in
hydrogen energy included rollout
of the first hydrogen filling station
for forklift trucks in France, our
participation in the deployment
of a vast network of hydrogen
filling stations across Germany
and the partnership with Toyota
Tsusho Corporation in Japan. We
also brought to the market a new
medical oxygen cylinder in the
Healthcare activity, and a new
range of small, easy-to-use gas
cylinders for craftsmen in the
Industrial Merchant activity.

AT ITS 2013 INVESTOR DAY,
AIR LIQUIDE PRESENTED ITS
STRATEGY AS WELL AS A
PROGRESS REPORT ON ITS
ALMA 2015 PLAN. WHAT ARE
THE KEY TAKEAWAYS?
We reiterated that our strategy is
one of profitable growth over the
long term. This strategy relies on
reinforced competitiveness in our
operations, targeted investments
in growing markets and continuous
innovation to create new markets
and opportunities. With respect to
the ALMA 2015 plan, the Group
presented its vision of how its
markets are evolving and its outlook
for growth. Over the 2011-2015
period, the Group expects its rate
of sales growth to outperform that
forcasted for its market. Over this
same period, Air Liquide is committed
to generating substantial cumulative
efficiencies and continuing to adjust
to reinforce its competitiveness.
Between 2011 and 2015, a 12 billion
euro investment program, mostly
committed, is paving the way for
growth over the medium term. These
factors, as well as our development
prospects looking towards 2020,
were well received by investors.

YOU RECENTLY UNVEILED
A NEW TAGLINE FOR
AIR LIQUIDE—CREATIVE
OXYGEN. WHAT DOES
IT MEAN?
Oxygen is at the core of our
business. Air Liquide was built
on oxygen, a vital resource
for Industry and Health.
Beyond the molecule itself,
oxygen is a source of inspiration
for our teams in creating new
applications in our existing
markets and for future business.
This tagline embodies our teams’
resourcefulness and reflects
the Group’s innovation. It is also
a bridge between our business and
the general public because oxygen
is familiar to us all.

“ Oxygen is a source
of inspiration and creativity
for our teams.”

See Benoît Potier discussing
the Connected organization.

GOVERNANCE
Board of Directors (a)

BENOÎT POTIER
Chairman and CEO

SIÂN HERBERT-JONES
Member of the Audit
and Accounts Committee

GÉRARD DE LA MARTINIÈRE
Chairman of the Audit
and Accounts Committee

JEAN-PAUL AGON
Member of the
Remuneration Committee

(a) As of December 31, 2013

THIERRY PEUGEOT
Member of the Audit
and Accounts Committee

THIERRY DESMAREST
Chairman of the Appointments
and Governance Committee –
Member of the Remuneration
Committee

Ove r t h e co u r s e of 2 0 1 3 , t h e
members of the Board of Directors
met five times. Key issues discussed
by the Board include the Group’s
major strategic orientations and its
competitiveness, innovation process,
investments and responsibility
commitment.

During the September 2013 meeting,
w hic h was d evoted i n pa rt to
innovation and held at the Paris-
Saclay Research Center, members of
the Board were able to talk with the
Group’s experts and researchers. They
also previewed the i-Lab, Air Liquide’s
laboratory for new ideas, which
opened in Paris in December 2013.

Naturally, Board members were attentive
to preparations for the Investor Day,
a daylong event held in Paris on
December 11, 2013 that brought
together both institutional investors
and individual shareholders. The Board
contributed to this gathering, which is
of major importance in a company’s life.

The Combined Shareholders’ Meeting
held in May 2013 was an especially
emotional one for the Board, as Benoît
Potier paid tribute to Alain Joly, whose
term as a board member was coming
to a close. The enthusiastic applause of
the shareholders in attendance attests
to his important contributions to the
Group’s development over more than
50 years.

11members of whom:
9 are independent
5 nationalities
4 -year term

BÉATRICE MAJNONI
D’INTIGNANO
Member of the Audit
and Accounts Committee

CORNELIS VAN LEDE
Chairman of the Remuneration
Committee – Member of the
Appointments and Governance
Committee

PAUL SKINNER
Member of the Audit
and Accounts Committee

KAREN KATEN
Member of the Appointments
and Governance Committee

PIERRE DUFOUR
Senior Executive Vice-President

GOVERNANCE
General management & Executive committee

BENOÎT POTIER
Chairman and CEO
Born in 1957 —
French

PIERRE DUFOUR
Senior Executive
Vice-President
Born in 1955 —
Canadian

FRANÇOIS DARCHIS
Senior Vice-President
Research & Development -
New business - Innovation & Technologies,
Intellectual Property, Engineering
& Construction, Industrial Merchant business line
Born in 1956 — French

MICHAEL J. GRAFF
Senior Vice-President, Americas,
also supervising the Electronics business line
and Safety and Industrial Systems
Born in 1955 — American

JEAN-PIERRE DUPRIEU
Executive Vice-President
Born in 1952 — French

GUY SALZGEBER
Vice-President,
Western Europe
Born in 1958 —
French

FRANÇOIS ABRIAL
Vice-President,
Human Resources
Born in 1962 —
French

PASCAL VINET
Vice-President,
Healthcare Global
Operations
Born in 1962 —
French

AUGUSTIN DE ROUBIN
Vice-President,
South America
Born in 1953 —
French

JEAN-MARC DE ROYERE
Senior Vice-President,
International
Corporate Social Responsibility,
Born in 1965 — French

MOK KWONG WENG
Vice-President,
Deputy Head of Asia
Born in 1953 — Singaporean

FABIENNE LECORVAISIER
Group Vice-President,
Finance and Operations Control,
also supervising the Diving activity
Born in 1962 — French

FRANÇOIS JACKOW
Vice-President,
Corporate Strategy
also supervising
the Large Industries
business line
Born in 1969 —
French

FRANÇOIS VENET
Vice-President,
Asia Pacific
Born in 1962 —
French

FIGURES

PERFORMANCE

REVENUE IN 2013
(IN MILLION EUROS)

NET PROFIT IN 2013
(IN MILLION EUROS)

2013 PROPOSED DIVIDEND
PER SHARE (IN EUROS)

15,225 1,640

2.55

2013 REVENUE BY ACTIVITY (IN MILLION EUROS)

13,837
Gas & Services

803
Engineering & Technology

585
Other activities

2013 GAS & SERVICES REVENUE BY WORLD BUSINESS LINE (IN MILLION EUROS)

5,081
Industrial Merchant

4,940
Large Industries

2 ,689
Healthcare

1,127
Electronics

37%

36%

19%

2013 GAS & SERVICES REVENUE BY GEOGRAPHY

51%
Europe

23%
Americas

23%
Asia-Pacific

3%
Middle-East & Africa

2013 GAS & SERVICES REVENUE SHARE FROM DEVELOPING ECONOMIES

16% 2009

19% 2010

21% 2011

23% 2012

24% 2013

FIGURES

RESPONSIBILITY

TALENT

The “Our Talents” index tracks Air Liquide actions and achievements in favor of employee development (training,
performance evaluation...), diversity (gender, nationality...) and engagement (employee shareholding, retention...).
Calculated on the basis of a reference value of 100 in 2010, it advanced to 107 in 2013. Among the factors
contributing to this strong performance:

DEVELOPMENT

EMPLOYEES WHO BENEFITED
FROM AT LEAST ONE TRAINING
SESSION DURING THE YEAR

DIVERSITY

WOMEN AMONG MANAGERS
AND PROFESSIONALS

COMMITMENT

EMPLOYEES HOLDING
AIR LIQUIDE SA SHARES

75%

55%

27%

SAFETY

In 20 years, Air Liquide has nearly achieved a threefold decrease in the frequency of lost time accidents. The achievement
is all the more remarkable given the increasing number of very large projects. An example is the 1,100-person Yanbu
(Saudi Arabia) project, where Air Liquide made its largest investment ever with 350 million euros.

0 accidents

for 5 million hours worked on
the Yanbu project (a)

EVOLUTION OF THE ACCIDENT FREQUENCY RATE
(NUMBER OF ACCIDENTS PER MILLION HOURS WORKED)

4.3

1992

1.6

1.2 (b)

2013

(a) As of December 31, 2013.
(b) Excluding Home Healthcare acquisitions made in 2012 and 2013.

ENVIRONMENT AND HEALTH

“Blue” revenues are sales that help protect life and the environment. More than 40 Air Liquide gas applications
improve the quality of life of our patients (chronic diseases management for example) and help customers
reduce their environmental footprint (producing photovoltaic panels, improving water quality…).

60%

of the Group’s R&D budget
is focused on applications
to protect life and the environment

BLUE REVENUES AS PERCENTAGE
OF TOTAL GROUP REVENUE

33%

2005

43%

2012 (a)

(a) 2013 data will be available mid-2014.

ENERGY EFFICIENCY

Our smokestack-free Air Separation Units (ASUs) represent 85% of our large production units. While the electricity
consumed for their functioning results in indirect emissions of CO2, no direct emissions are produced by ASUs. By
optimizing electricity consumption, we continuously improve efficiency.

direct CO2
emissions

from our Air Separation Units

EVOLUTION OF AIR SEPARATION
UNITS’ ENERGY EFFICIENCY (b)

100

1998

88.6

2013

(b) Energy consumption per m3 of air gas produced.

CONNECTED

TO THE WORLD

Present throughout the world, we listen to our customers
and our partners to fuel the development of new ideas
and the creation of shared value.

A YEAR IN OUR BUSINESSES

LARGE INDUSTRIES

Providing our customers with industrial gas and energy solutions that are vital to their own
industrial production is our priority. But we also offer technologies and solutions that enhance
their performance through improved energy efficiency. Our unmatched network of production
units and pipelines enables us to supply the world’s major industrial clusters and guarantee
our customers maximum reliability and uninterrupted supply of gas over the long term.

e4,940M

revenue in 2013

36%

of Gas and Services revenue in 2013

More information at annualreport.airliquide.com

INDUSTRIAL CLUSTERS STRATEGY
Air Liquide continues to expand its global
network of pipelines and production units.
Its Houston, Texas, hub is strategically
positioned to support the industry expansion
fueled by the U.S. energy boom. Through
a 180 million euro investment decided in
2013, a new state-of-the-art, energy efficient
cogeneration unit will ensure long-term
supply of steam and power for three sites of
longstanding global customer LyondellBasell.
The 300-megawatt facility will produce
more than 1,300 tons of steam per hour.
The investment also includes upgrading and
expanding capacity of an Air Separation
Unit. Both units will supply other customers
throughout the industrial cluster, a center for
petrochemical and refining activity. Large
Industries customers know they can put their
trust in Air Liquide for its ability to deliver
high quality products and services with
world-class safety, reliability and efficiency.

Port and industrial activities of Houston, Texas (United States)

A YEAR IN OUR BUSINESSES

INDUSTRIAL MERCHANT

On the strength of its longstanding presence in numerous industrial sectors and its extensive
geographic coverage, the Industrial Merchant business line offers customers tailor-made
solutions at every stage of their production process - industrial and specialty gases, appli-
cation equipment and related services. Across a multitude of industries, from multinational
corporations to independent craftsmen, Air Liquide teams provide daily support for more
than one million customers in achieving sustained business performance improvement. With
inventiveness, strong customer proximity and relationships based on trust, Industrial Merchant
is moving industries forward.

e5,081M

revenue in 2013

37%

of Gas and Services revenue in 2013

More information at annualreport.airliquide.com

OXYGEN IN AMAZONIA
A new Air Separation Unit constructed with
Air Liquide’s cutting-edge SIGMA technology is
supplying oxygen for Suzano Papel e Celulose’s
paper production complex in Imperatriz, Brazil.
Commissioned in 2013, this unit produces oxygen
and has sufficient capacity to supply a wide range
of products to support development of the region’s
industrial and healthcare markets. Besides the
bleached pulp, the client’s plant also generates energy
from process waste and uses certified wood.
The certification attests that the company adopts
forestry practices based on rigorous principles
and criteria that take into account good social and
environmental practices.

Amazonia (Brazil)

A YEAR IN OUR BUSINESSES

HEALTHCARE

We protect vulnerable lives throughout the world. In the continuum of care from hospital to
home, we provide the quality products and services caregivers and patients need, backed
with optimal support. Today, we are a recognized leader in medical gases, home healthcare,
hygiene products (hospital disinfectants) and healthcare specialty ingredients (polymers, hu-
man and veterinary adjuvant vaccines). For example, we deliver medically prescribed home
and hospital treatments for patients suffering from chronic illnesses such as COPD (chronic
obstructive pulmonary disease), sleep apnea or diabetes.

e2,689M

revenue in 2013

19%

of Gas and Services revenue in 2013

More information at annualreport.airliquide.com

TAKEO™: A CYLINDER THAT
“TALKS” TO THE USER
In 2013, Air Liquide introduced
the “smart” cylinder, TAKEO™.
This product, lighter and easier
to use thanks to its ergonomic
shape and aluminum
composition, simplifies
in-hospital administration of
oxygen. The digital pressure
gauge indicates the time and
volume of remaining gas,
providing better control of
oxygen consumption. The
display also allows for better
planning, enabling hospital
staff to devote more time
to patients. Safety is also
enhanced by a warning alert
that sounds when critical gas
levels are reached, removing
the risk of supply interruption.

TakeoTM cylinder in action at a medical center in France.

A YEAR IN OUR BUSINESSES

ELECTRONICS

Air Liquide serves major manufacturers of semiconductors, flat panel displays and solar
cells, leveraging its expertise, global infrastructure and strategic proximity to manufacturers
worldwide. Its innovative electronic materials respond to increasingly challenging customer
demands for improved mobility, connectivity, computing power and energy consumption.
Its offers include ultra-pure carrier gases, a wide range of specialty gases and advanced
precursor molecules, enabling equipment for safe distribution, purification and on-line
purity control. On site, manufacturers rely on our expertise in providing full management
of these gases, advanced molecules and equipment and in helping to continuously improve
their production processes.

e1,127M

revenue in 2013

of Gas and Services revenue in 2013

More information at annualreport.airliquide.com

ULTRA-HIGH-DEFINITION
BOE Technology Group awarded two major long-term contracts to Air Liquide to supply
ultra-pure carrier molecules at two new advanced flat panel display fabrication plants.
BOE is the largest flat panel display manufacturer in China. BOE holds more than
10,000 applicable patents and filed an estimated 3,500 new ones in 2013. The plants’
next-generation flat panel displays will help meet booming worldwide demand, driven
by the increasing popularity of smartphones, tablets and ultra-high-definition screens. Under
the contracts, Air Liquide is equipping the plants and supplying 50,000 Nm3/h of ultra-high
purity nitrogen, used to ensure a clean process environment and to carry the molecules
at the heart of the production process. Air Liquide’s investment, which includes an on-site
generator and supply infrastructure, is its largest ever for a client in this sector in China.

Air Liquide employee and client
at the BOE Technology plant in Hefei,
in the province of Anhui (China)

A YEAR IN OUR BUSINESSES

ENGINEERING & CONSTRUCTION

Designing, developing and building state-of-the-art production units is our business.
Production of industrial gases, energy conversion, gas purification – these are just some of
the sustainable solutions that help our customers optimize the use of natural resources. Our
global network of expertise, our patents and our long-term partnerships enable us to deliver
tailor-made responses to our customers’ local challenges. We are constantly enhancing our
portfolio of proprietary technologies through investment in innovation, keeping us a step
ahead in new markets.

e803M

Engineering and Technology
revenue in 2013

e1.9B

in Engineering and Technology
orders in 2013

More information at annualreport.airliquide.com

MAKING HELIUM LESS RARE
Qatar is now the second-largest helium producer globally
following Air Liquide’s start-up of the world’s largest purification
and liquefaction unit. The project is helping to stabilize a market
dominated for the past 10 years by strong demand for helium.
Helium’s singular properties make it indispensable in fields such
as medical imagery and semiconductors, but it is very rare on a
planetary scale. Designed and built for energy supplier RasGas by
Air Liquide’s Engineering & Construction division and advanced
Business & Technologies network, this unit and another one built in
2003 should combine to produce more than 50 million cubic meters
per year, nearly a quarter of global production in 2012. Air Liquide
will purchase 50% of the volume produced, making it a pivotal player
in the helium market.

Construction site of the helium purification
and liquefaction unit in Qatar.

A YEAR IN OUR BUSINESSES

WELDING

Centered mainly in Europe but with 2,300 employees in more than 90 countries,
Air Liquide Welding offers its welding and cutting technologies under five leading brands:
Oerlikon, SAF-FRO, Cemont, Weld Team and Weldline. The constant innovation of its
Research & Development teams enables it to deliver superior products, solutions and
services to industrial, semi-professional and retail customers, with improved performance,
productivity, safety and comfort for operators.

More information at annualreport.airliquide.com

Air Liquide
Welding employee

A YEAR IN OUR BUSINESSES

DIVING

The Air Liquide subsidiary Aqua Lung International is the global leader in diving equipment,
providing customers with products designed to meet the highest safety levels in a wide
variety of situations. In broadening its offer to recreational and fitness swimming and
snorkeling, the company has extended its leadership across the entire field of watersports.
More than 1,000 employees operate in 12 countries, including at production centers in the
U.S. (buoyancy compensators), Italy (fins, masks and snorkels), China (Neoprene wetsuits,
boots and gloves) and France (regulators).

More information at annualreport.airliquide.com

Diving in Taiwan

WORLD TOUR 2013

EUROPE

Growth in Europe was modest in 2013. Activity was almost stable in
Western Europe, while Healthcare grew steadily throughout the region
and industrial activities continued to develop in Eastern Europe.

Healthcare, which accounts for nearly one third of the Group’s sales in Europe, posted solid
growth of +11%, boosted by acquisitions in France (BiotechMarine), in Poland (Help! and
Ventamed), and in Scandinavia (NordicInfu Care). In the industry, oxygen volumes increased
throughout the region, particularly in Northern and Eastern Europe, while demand for hy-
drogen remained stable. The Industrial Merchant business developed an innovative range of
small, easy to use gas cylinders for craftsmen and home repair enthusiasts, called “ALbee”.

e7,058M

revenue in 2013

51%

of Gas and Services revenue in 2013

Changes in revenue exclude currency and natural gas impacts.

28LITTLE CYLINDER, BIG MOMENTUM!
The ease of transporting and using Air Liquide’s
new ALbee (a) small gas cylinders facilitates
daily life for craftsmen. Available in four
applications and three sizes, the cylinder’s
simplicity also extends to its innovative model
in which the user buys instead of renting the
cylinder. Practical features include the cylinder’s
compactness and its integrated valve and
regulator, ensuring both safety and convenience.
Following its commercial success in Austria,
Belgium, Spain, Italy, Portugal and the United
Kingdom, ALbee is now being sold in the
Netherlands and Scandinavia and will soon be
launched worldwide.

(a) ALbee is a registered trademark of Air Liquide.

An Air Liquide customer in his workshop
in Cormano (Italy)

WORLD TOUR 2013

AMERICAS

Growth in our Gas & Services business accelerated in the Americas during
2013. This solid performance was reflected in the +7% increase in revenue
for the year overall and the +11% increase observed in the fourth quarter
alone.

Industrial business was robust in North America, with sustained demand for hydrogen from
the refining and chemicals sectors – particularly in the United States – and good Indus-
trial Merchant volume and price levels. Distributor acquisitions in Canada and Brazil also
boosted the region’s dynamism. In South America, regular growth was achieved during the
year, in both the industrial activities and Healthcare. The rebound in the performance of
the Electronics business particularly benefits from the acquisition of Voltaix, a specialist
of advanced molecules and precursors.

e3,225M

revenue in 2013

23%

of Gas and Services revenue in 2013

Changes in revenue exclude currency and natural gas impacts.

30
EXPANDED OFFER OF HIGH TECH MOLECULES
With its acquisition of U.S.-based Voltaix, a leading electronics materials
company, Air Liquide further expands its markets and its range of advanced
product offerings for semiconductor manufacturers. Voltaix manufactures
materials in the U.S. and South Korea used to produce semiconductor devices
and advanced solar cells. Its expertise and global capabilities in silicon,
germanium and boron chemistries are being integrated with Air Liquide’s
industry leading ALOHA™ product line of advanced precursors to create and
produce an even broader portfolio of high-tech materials. These enhanced
capabilities in molecule discovery and scale-up are enabling semiconductor
manufacturers to better respond to the growing global demand for
increasingly powerful flat screens, tablets and smartphones that deliver more
computing power and connectivity to consumers.

Researcher in advanced precursors field
at Delaware Research & Technology Center
in Newark (United States)

WORLD TOUR 2013

ASIA-PACIFIC

Growth in our business activities in the Asia-Pacific region improved
throughout the year, reaching +3% for 2013 overall, with revenue growth
of +7% in the fourth quarter.

Momentum was strong in China, with revenue up +11%, reflecting solid demand in all mar-
kets, particularly in the fourth quarter, as well as the contribution from three units started up
at year end. For the Industrial Merchant business, sales of helium and specialty gases rose
throughout Asia, while Electronics saw a return to growth, particularly in China. Air Liquide
also made significant progress in hydrogen energy, forging a partnership with Toyota Tsusho
Corporation to supply hydrogen for hydrogen-powered electric vehicles in Japan.

e3,184M

revenue in 2013

23%

of Gas and Services revenue in 2013

Changes in revenue exclude currency and natural gas impacts.

32MEETING THE NEEDS OF A CONSUMER SOCIETY
In 2016, Air Liquide will supply industrial gases
to Fujian Shenyuan’s caprolactam production
site in southeast China. Produced from synthesis
gas, caprolactam is used to manufacture nylon
for a Chinese textile industry that is booming
in the wake of growing demand for recreational
clothing and gear. Fujian Shenyuan holds
12% of the Chinese market for nylon thread.
Six of eight production units on its site will
rely on Air Liquide patented state-of-the-
art technologies. RectisolTM, for example, is
used to purify syngas, reducing the facility’s
environmental footprint by avoiding sulfur
emissions causing acid-rain.

In a supermarket in Beijing (China)

WORLD TOUR 2013

MIDDLE-EAST AND AFRICA

In the Middle-East and Africa, revenue growth was a solid +12% in 2013,
despite political tensions in many countries located in this region.

This performance is the result of several factors. Large Industries posted strong growth
in the Middle-East and South Africa, reflecting increased customer demand. In June 2013,
Air Liquide started up the world’s largest helium production unit in Qatar, with production
capacity equal to about a quarter of total production worldwide. The mechanical completion
of the large hydrogen unit in Yanbu (Saudi Arabia) was achieved and the project rollout
continued according to schedule. Healthcare revenue continued to increase in South Africa,
Tunisia and the Middle-East.

e370M

revenue in 2013

of Gas and Services revenue in 2013

Changes in revenue exclude currency and natural gas impacts.

3435

CO2 RECOVERY
Since its founding in 1989, South Africa’s Quality Beverages has been
a major customer of CO2, used for beverage carbonation. Our customer
has grown to become one of the country’s largest independent
soft drink bottlers and distributors. Air Liquide’s product quality
has evolved to meet the increasingly stringent standards of the
international food and beverage industry. Today, 80% of the liquid CO2
plants which supply customers like Quality Beverages are certified
FSSC (a) 22000 food grade safety norms (based on ISO standards). In
addition, Air Liquide recovers C02 from industrial processes before
purifying and selling it.

(a) Food Safety Standard Certification

Air Liquide employee with Quality Beverages
customer in Cape Town (South Africa)

CONNECTED

TO GROWTH

Open to the world and attentive to its transformations,
we seize every opportunity for growth.

STRATEGY

PROFITABLE GROWTH OVER
THE LONG TERM

The Group’s strategy is to deliver profitable growth over the long term. To
achieve this, we rely on competitiveness in our operations, targeted in-
vestments in growing markets and innovation to create new markets and
opportunities.

On the occasion of its Investor Day, which was held in Paris on December 11, 2013,
Air Liquide presented its strategy. Over the 2011-2015 period the Group expects average
annual growth outperforming between +1% and +2% the average annual growth forecast for
the industrial gases market. Over this same period, Air Liquide is committed to generating
substantial cumulative efficiencies – €1.3 billion – as well as to pursuing its adjustment
programs thus reinforcing its competitiveness. An investment program worth €12 billion
between 2011 and 2015, already mostly committed, lays the groundwork for medium-term
growth.
Looking towards 2020, Air Liquide will continue to achieve average annual revenue out-
performing the industrial gases market’s expected growth beyond 2015, and a return on
capital employed (ROCE) of 11% to 13%.
The Group also intends to leverage its leadership positions in the world’s major industrial
basins, its patented technologies and its competitive solutions and services to address the
major challenges that society will face tomorrow. Whether related to energy and the environ-
ment, to the acceleration of the digital revolution, to the multiplication of related electronic
products or to the move of healthcare services from hospital to home, these challenges will
be met with a reinforced innovation process that the Group has already initiated.

COMPETITIVENESS INVESTMENTS

INNOVATION

More information at annualreport.airliquide.com

A NETWORKED ORGANIZATION
In 2013, we made our global network organization evolve, with a base, in Paris and three hubs
in Houston, Frankfurt and Shanghai, leveraging the Group’s presence and competences in these
geographic zones. This is designed to achieve three goals: strengthen our local presence alongside
customers and markets; accelerate decision-making processes through less centralized management;
improve the ability of Air Liquide to attract new talent at the local level.

LOOKING FORWARD

THREE TRENDS,
SOURCES OF GROWTH

Three major, long-term trends are shaping our vision of markets. Anticipating
the new markets that will emerge from these trends and adapting the Group
so it can seize all opportunities for growth is essential. This process, which
is well underway, allows us to continuously improve the ways we address
the needs of our customers and patients.

INDUSTRY
GLOBALIZATION
AND RESOURCE
CONSTRAINTS

Countries, industrial
clusters and companies
are competing today on a
global scale. They are all
constrained by resources
availability (natural, energy
and human) and must adapt
to end market demands
to remain in the race.
Manufacturing can move in
and out of both developed
and developing economies,
a phenomenon that further
heightens competition. Many
of our projects are designed
to provide a country or
customer with a competitive
edge. Our Large Industries
and Industrial Merchant
world business lines support
this trend to meet the
demands of the market as
fully as possible.

EVOLVING
CONSUMPTION
AND DEMOGRAPHICS

The rise of the middle class,
urbanization, increased
mobility, communication and
digital expansion, concern
about environmental issues,
the rising importance of
health & wellness and
aging are all creating new
opportunities for the Group.
In Home Healthcare and
e-Health for example,
our unique experience
allows us to move into new
geographical areas and
further develop our services
in new therapies.
In Industrial Merchant, our
expertise—waste and water
treatment, energy efficiency,
and food and beverage
quality control—opens the
way to numerous markets.

APPETITE FOR
INNOVATION

New needs and uses for
mobility and digitization
have spanned the entire
globe, opening new markets
for Air Liquide customers
and therefore for the Group.
The field of electronics
is a perfect example. The
proliferation of mobile
applications has spurred
the development of semi-
conductors that have more
computing power and
consume less energy, two
drivers of innovation that
result in higher demand for
our new molecules, called
advanced precursors. More
broadly, we have recently
reorganized our innovation
process to include
entrepreneurship, disruptive
innovation and venture
capital on top of science
and technology.
This reorganization
will enable us to seize
opportunities for growth
that stem from society’s
increasing appetite for
innovation.

More information at annualreport.airliquide.com

The banks of the Seine in Paris (France)

-70%

decrease in natural gas prices
in North America since 2005

70%

of the world’s population will live
in cities by 2050

+150%

increase in mobile phone
subscriptions in China since 2005

COMPETITIVENESS

CREATING VALUE

Air Liquide further strengthened its operational competitiveness in 2013
to continue to drive long-term profitable growth.

Reflecting the sound management demonstrated since 1902, Air Liquide continues to work
to improve margins, reinforcing and increasing its 2011-2015 efficiency program objective
by 30%, to €1.3 billion.
Being competitive allows Air Liquide to ensure an adequate level of structural costs in
light of changing consumption levels on the part of its industrial customers and evolving
healthcare prices. But competitiveness isn’t only about cost and prices; it also extends to
quality, reliability and safety as well as technology, ergonomics and service. Air Liquide’s
constant investments in innovation keep its product and service offering at the forefront, in
an increasingly competitive world that places a premium on value creation and perception.

e303M

efficiencies generated in 2013

+98%

of Large Industries
contracts renewed

321

new patents filed
in 2013

More information at annualreport.airliquide.com

Employees at Air Liquide’s site in Ho Chi Minh City (Vietnam)

INVESTMENTS

TARGETED INVESTMENTS
IN GROWING MARKETS

Since 2011, a 12-billion euro investment program — of which two billion is targeted for
acquisitions — is helping the Group lay the groundwork for its medium-term growth.
These investment projects underscore a broader global trend favoring the outsourcing
of the production of industrial gases. Large Industry customers working in the fields of
chemicals, refining or steelmaking entrust the production of the industrial gases they
need to specialists like Air Liquide instead of producing them in-house. Outsourcing
helps our customers become more competitive and represents a major source of
potential growth for Air Liquide, orienting our investment and financing strategy.

CLUSTER-DRIVEN
STRATEGY

PRODUCTION SITE
TAKEOVERS

PROJECT SELECTION
AND FUNDING

In 2013, Air Liquide was
present in the world’s most
important industrial clusters:
in Northern Europe (Antwerp-
Rotterdam), Germany (Ruhr),
Singapore (Jurong Island),
Qatar (Ras Laffan), the United
States (Texas, Louisiana), and
China (Caojing), where we are
developing a network-based
strategy. Increasingly, the
major business activities of
the chemicals, oil, energy and
steelmaking industries are
concentrated in these major
clusters that offer the most
competitive infrastructures.
Our objective is to support
this growth by developing the
necessary production facilities
and pipelines. The appeal of our
offer hinges on factors such as
cost pooling, economies of scale,
reliable supply performance
and heightened safety. With
this cluster-driven strategy,
Air Liquide is acquiring leading
positions in both developed and
developing economies.

An increasing number of
manufacturers opt to sell the
gas production units they own
to focus squarely on their core
business challenges. In practice,
Air Liquide purchases the
customer’s existing equipment
and upgrades it in order to
propose a more competitive
solution (in terms of safety,
energy savings, reliability,
reduced emissions, etc.). The
Group delivers the best that
technology and innovation
offer as well as its operational
expertise. For the customer, there
is a dual benefit: upgraded, its
gas supply and services become
more competitive and capital is
freed up for investment in the
core business. In 2012-2013,
in the United States, in Turkey
and in Mexico, Air Liquide
signed contracts with various
manufacturers to take over their
production units.

Within the framework of an
extremely structured and
disciplined process, potential
projects are assessed and
approved by a Resources and
Investment Committee.
To finance these projects, the
Group looks first to the steadily
increasing cash flows generated
by its existing operations. For
very large-scale projects, as
well as for acquisitions, the
Group can also count on its loyal
banking partners as well as on
bondholders, with whom Air
Liquide has already partnered
for its development in Europe,
the United States, Singapore
and China. The Group builds
loyalty with these investors and
regularly meets with them to
explain its development strategy.

More information at annualreport.airliquide.com

Air Separation Unit in Ingleside, Texas (United States)

production unit start-ups
in 2013

e2.7B

amount of investment
decisions in 2013

2/3

of investment projects in 2013
are located in developing economies

INNOVATION

NETWORKED CREATIVITY

Air Liquide’s global leadership position today reflects its capacity for in-
novation. The inventiveness of its teams, which constantly interact with
customers and patients in an open ecosystem, enables the Group to con-
tinuously renew its business and anticipate challenges across its markets.

For Air Liquide, innovation is about combining science with an entrepreneurial spirit. Ideas,
expertise, technology and entrepreneurship are interlocking concepts of our innovation
culture. Since its founding, the Group has been constantly inventing new applications for
its molecules, developing new technologies and services and pushing the traditional limits
of its businesses. Improving the technologies of oxygen production to reduce energy
consumption by cubic meter produced, providing solutions for patients living with diabetes,
developing hydrogen fueling stations for clean electric vehicles: these are just a few of the
many illustrations of Air Liquide’s capacity for innovation. Throughout its businesses and
around the globe, Air Liquide teams build partnerships with universities, research institutes,
start-ups and other major companies. Staying close to customers, patients, and communities
enables a better understanding of expectations. What do they need? For what purpose?
Answering these questions by being open to the world and relying on the expertise, audacity
and intuition of its teams, Air Liquide is able to anticipate needs, seize growth opportunities
and innovate to better serve society.

e265M

innovation expenses in 2013

6,200

employees contribute to innovation

More information at annualreport.airliquide.com

TROIS
TENDANCES

i-LAB the Group’s laboratory for new ideas, ALIAD Air Liquide’s strategic venture capital firm,
aB&T advanced Business & Technologies, WBLs the Group’s four World Business Lines (Large Industries,
Industrial Merchant, Healthcare and Electronics), Operations all entities of the Group in 80 countries
E&C Engineering and Construction, R&D Research and Development

Home Healthcare advisor
in Toronto (Canada)

CONNECTED

TO YOU

Our proximity to customers, patients and partners
allows us to deliver solutions that make them more
competitive or that improve their quality of life.

See our talents, customers,
patients, shareholders and
communities videos

TALENT

PROMOTING
AN ENTREPRENEURIAL SPIRIT

The entrepreneurial spirit that characterizes Air Liquide’s genetic makeup
dates to its start-up-like beginnings in 1902.

By 1906, its two visionary founders had deployed industrial scale air liquefaction internationally.
True to this pioneering spirit, Air Liquide today continues to foster an entrepreneurial culture,
drawing upon its employees’ diverse profiles and experiences. Our comprehensive network
keeps our teams close to our customers, patients and partners, enabling us to better anticipate
their needs and stimulating a creative, innovative spirit to meet the challenges of tomorrow’s
markets. This entrepreneurial spirit drives us to innovate and take leadership positions around
the world.

More information at annualreport.airliquide.com

50DETECTING OPPORTUNITIES
“ Air Liquide’s strategic venture capital firm (ALIAD) created in 2012, combines
entrepreneurial spirit with asset management expertise to identify high
added value technology start-ups. Seven managers with international
backgrounds, diverse and complementary skills (including business, finance
and research), and a thorough understanding of Air Liquide technologies
have broad autonomy for taking initiative. Their objective is to establish
close working relationships and strong connections between the company
and the start-ups. ALIAD’s 15 current projects include six investments
decided in 2013, such as the Australian spin-off Hydrexia, which has
developed an innovative technology for storing hydrogen in solid form.”

Eric Sebellin,
Managing Director of ALIAD

TAKING THE PLUNGE
“ To better serve the promising and demanding offshore petroleum market, Air
Liquide revised its business model in 2011, forming a stand-alone offshore
business with a dedicated, flexible team to deliver a comprehensive response
to customers. Instead of spreading offshore work throughout the company,
everything is consolidated within Air Liquide Oil and Gas Services (ALOS), a single
organization operating both locally and globally. Based in Aberdeen, Scotland,
a historic offshore center, ALOS has reinforced its team with professionals
eager to seize the opportunities offered by the sector. Team members’ profiles
are highly complementary, with senior professionals sharing their experience
with their enthusiastic young colleagues. This powerful combination is helping
to drive success for ALOS, which doubled its revenue between 2011 and 2013.”

Jean-Baptiste Ripart,
President, Air Liquide Oil and Gas Services

LEARNING FROM OTHERS
“ The 2012 acquisition of Energas helped make Air Liquide’s relatively new UK
subsidiary number three in the British market, reinforcing its position in the
carbon dioxide, industrial gas cylinders and specialty gases markets. Rather
than fully integrating Energas, Air Liquide chose to maintain its independent
operational management to fully leverage the advantages of the small and
agile company: strong awareness of the company’s brand, a reputation for
quality service, a high level of customer satisfaction, innovative marketing
methods, a strong customer culture embraced by every employee, its
localized organization and a highly effective customer follow-up system. In
addition, its strong technological capabilities can be seen in its launch of the
300 bar cylinder.”

Sylvie Villepontoux,
Managing Director, Air Liquide United Kingdom

5252

SAFETY LEADERS

SHARED EXPERIENCE

For its employees, customers, suppliers and all those with whom Air Liquide
interacts, on sites or on the road, safety is a top priority. As a result, a
focus on safety is at the very heart of its corporate culture and part of its
responsibility commitment.

The sharing of experience is key to ensuring continuous improvement. Safety best practices
and expertise are shared through networking between colleagues – supported by leading
experts - suppliers and customers, encouraging greater awareness of high risk situations. The
goal is to make safe practices and operational techniques a daily habit, enabling company
missions to be performed with the highest possible reliability.
Safety performance, which has improved steadily for more than 20 years, attests to the
active involvement of employees and the progress made throughout the world. In addition
to contributing to the fulfillment of Air Liquide’s responsibility, excellence in safety is also a
key competitiveness factor.

Employees
Air Liquide’s high safety
standards are a source
of employee pride, unity
and motivation around
the world.

New subsidiaries
Air Liquide supports
its new subsidiaries
(Gasmedi, LVL Médical,
Voltaix, etc.) to enable
their rapid progress to
achieving company-wide
standards.

Customers and patients
For each product or
service, the Group
uses highly structured
tracking and control
processes.

Suppliers
They are subject
to the same safety
requirements that Air
Liquide applies to itself.

Professional
organizations
Air Liquide serves on
numerous task forces
around the world that
develop the standards
and norms protecting
the public and the
environment.

More information at annualreport.airliquide.com

“ I remember when I first came to Air Liquide, I saw the safety video in
the reception area. It was an indicator of the company’s commitment to
safety and a major reason for joining. A company that puts safety first is
one I want to work for. I’m now responsible for a facility where handling
electronic materials is a serious matter. Ensuring a safe work environment
is the most important part of my job. I don’t allow my team to be subject
to unmanaged risks.”

Colin Chen,
Electronics Business Division Director, Air Liquide Taiwan

“ For 40 years, our joint venture with Air Liquide has been delivering products
to customers at the Capuava petrochemical complex in the state of Sao Paulo.
The strong safety commitment we share with Air Liquide is a core value
for Oxiteno. We have worked hard at establishing and maintaining a safety
culture and emphasize to our teams that safety is everyone’s responsibility.
We consider safety vital to the success of Oxiteno and our long term
existence. As of the end of 2013, the joint venture had operated for 6,958
days, or more than 19 years, without a lost time accident.”

João Benjamin Parolin,
CEO of Oxiteno, leading manufacturer of surfactants and specialty
chemicals in Brazil

“ If I were to pick just one value that has promoted the most important
cultural change in Gasmedi since it was acquired by Air Liquide in September
2012, this would undoubtedly be “safety.” There has been a significant
improvement in the safety awareness of our 500 employees, from top
management throughout the entire organization. Combined with a set of
rapidly implemented effective improvement measures, this has already
helped cut our labor accident rate by half. I am sure that we will be improving
further as we have initiated a medium term Safety Action Plan to bring
Gasmedi’s safety performance fully up to the Group’s level.”

Jesus Escudero,
CEO of Gasmedi, a leader in Home Healthcare in Spain

SHAREHOLDERS

SHARING MORE THAN JUST A SHARE

In a constantly changing regulatory environment, Air Liquide is reinforcing
both its services and proximity to its shareholders, to respond to their
questions and concerns. Among the services being introduced are enhanced
digital communications, adapted to shareholders’ new methods of receiving
and processing information.

Direct, transparent communications with individual and institutional shareholders is a top
priority for Air Liquide. Shareholder Services provides an array of vehicles for engaging
individual shareholders - who own 36% of the Group’s capital - through dialogue and
interaction on a daily basis. The Shareholders Lounge at Air Liquide’s Paris headquarters
welcomed more than 1,000 visiting shareholders last year. In addition to listening to their
views and answering questions, the Shareholder Services team also responded to more than
60,000 requests in 2013.
To stay in close contact with shareholders, Air Liquide is accelerating the deployment of
its mobile services, including the Shareholder App now available for smartphones and
tablets. In adapting to new practices, the company seeks to address the expectations of new
shareholders in Europe and employee shareholders around the world. Air Liquide is also
committed to promoting individual shareholding through educational and communications
efforts. In addition to meetings organized across Europe, outreach efforts with students are
continuing at several of France’s universities and institutions of higher learning.

More information at annualreport.airliquide.com

5455

Pascale Deveraux,
member of the Shareholders’ Communication Committee (SCC)
> What is Air Liquide doing to educate young people about investing in
the stock market?

Laurent Dublanchet,
Director of Shareholder Services
> Air Liquide is taking the lead in educating younger generations about
the stock market culture and shareholding. Through our partnership with a
number of French universities and institutions of higher learning, we meet
with students as part of their courses in finance, management and strategy to
discuss long-term shareholding and its importance for an industrial company
like Air Liquide.

Rakesh Patel,
Chemical analyst, Goldman Sachs
> The Air Liquide Investor Day, held in December 2013 was a first for me.
I appreciated the level of involvement on the part of company executives
as well as the very lively communication around Group strategy. Did other
attendees feel the same?

Virginia Jeanson,
Director of Investor Relations
> The Investor Day was very well received. Everyone - analysts, investors and
bankers - agreed that it achieved its objective in demonstrating that the Group’s
business and growth model is sound and capable of generating profitable
growth over the long term. This day also provided a good opportunity for
attendees to discover the extent of Air Liquide’s potential for innovation. I think
that the access to the Group’s entire executive leadership team, their availability
and willingness to engage in direct, frank exchanges and the transparency of the
information provided was really appreciated. The Health and Energy innovation
workshops were also praised, with a special mention for the “serious game”
created around energy transition.

CUSTOMERS

WITH PETKIM, SO MUCH MORE
THAN GAS PRODUCTION

Present since 2009 in Turkey - a dynamic economy with an average annual rate of growth
around 5% and a promising petrochemicals industry - Air Liquide signed a long-term contract
in 2011 with Petkim, Turkey’s leading petrochemical group. The agreement calls for the
supply of oxygen, nitrogen and compressed air for Petkim’s Alia a site in Izmir, a region
located in Western Turkey.

ASSESSMENT
First stop: Alia a,
near Izmir, where Air
Liquide made a detailed
assessment of the
customer’s needs. Due
diligence was carried
out to determine the
quality of Petkim’s
existing production units.
In parallel, Air Liquide
invited representatives
of Petkim to visit a
production unit it
operates in Antwerp.

SOLUTION
Air Liquide developed
a solution that was
precisely tailored
to the needs expressed
by Petkim:
- Improve the factory’s
performance and safety
levels
- Optimize the
availability of the
molecule to avoid supply
disruption
- Make the installations
more efficient and
competitive.

CONTACT
The initial high-level
contact between Petkim’s
shareholders and Air Liquide
created a climate of mutual
trust, and both parties
expressed the desire to
work together. Petkim
understood the advantage
of changing its business
model and delegating the
supply of industrial gases to
a specialist… and opened its
doors to us.

“The long-term relationship between Petkim and Air
Liquide is founded in equal measure on trust and
performance. Through our partnership with this ma-
jor industrial player, Air Liquide has demonstrated
its value and built an excellent reputation as a re-
liable, competitive supplier in Turkey. Both parties
have benefited from this collaboration. In addition
to business relationships, Petkim has helped us to
better understand Turkish culture and has shown us
a highly developed sense of hospitality.”
Jérôme Christin,
Managing director, Air Liquide Turkey

OFFICIAL SUPPLIER
Air Liquide’s proposal
was accepted. Better
positioned than the
competition, we were
selected to serve as
Petkim’s partner.

EDUCATION
After acceptance
came nine months of
negotiation revolving
around the contract. This
gestation period was
necessary so that both
parties could understand
the challenges and
the fundamentals of
outsourcing industrial
gases production. It was
a time of learning and
communication.

“The ‘Value-Site 2023’ objective defined by Socar
Turkey for the Alia a site will involve refining-
petrochemicals-energy-logistics integration, making
this one of the country’s largest industrial clusters.
The transfer of the Air Separation Unit to Air Liquide
in 2011 was the first step in the creation of this
cluster. We look forward to continuing and reinforcing
our cooperation with Air Liquide. We’re also very
pleased to have brought a leader in its industry to
Turkey as an investor.”
Sadettin Korkut,
General Manager of Petkim

TRUST
The largest contract
for the outsourcing of
industrial gases ever in
Turkey was signed. Much
more than a traditional
sale of equipment, this
was a contract based on
mutual trust.

A WINNING
PARTNERSHIP
Air Liquide took over
Petkim’s three existing
sites, operating them
while a new unit was
being built (YangO2). The
idea was that once the
three sites were shut
down the new one would
take over. The transition
is proceeding rapidly
thanks to the trust
developed between
the two partners.

The YangO2
unit (with daily
capacity of 440 tons of oxygen),
currently under construction,
responds not only to the gas needs of
our Large Industries customer Petkim. Its
liquid production will enable us to also develop
Industrial Merchant markets such as food
processing, automotive, pharmaceuticals
and craftsmen.
Using compact, average size basic modules,
Air Liquide standardizes its Air Separation Units,
making them easy to deliver and assemble -
according to specified production capacity
- throughout the world. This approach to
standardization makes
it possible to shorten delivery turnaround
substantially while offering competitive
prices. YangO2 integrates all of the
Group’s latest technological
innovations.

RELIABILITY & SAFETY

100% AVAILABILITY:
NO DISRUPTION IN SUPPLY
SINCE AIR LIQUIDE HAS
OPERATED THE 3 SITES

EFFICIENCY
-20% IN NITROGEN
CONSUMPTION FOR PETKIM
SINCE ITS PARTNERSHIP
WITH AIR LIQUIDE

COMPETITIVENESS

PATIENTS

PROTECTING VULNERABLE LIVES

The mission of the Air Liquide Healthcare activity is to protect vulnerable lives. Whether a consequence
of aging, illness or loss of autonomy, vulnerability refers to the fragility of human existence. Air Liquide
provides products and services to patients and customers in the continuum of care from hospital to home.

… via the prevention of
nosocomial illnesses by providing
hydro-alcoholic gels in hospitals
and clinics

… via the supply of medical gases,
to enable patient treatment in
emergency and operating rooms
and intensive care units

… by designing, installing
and maintaining systems for gas
storage and distribution

PHYS
DIGITAL AND
CONNE
WITH
PAT

“I am really impressed with the work accomplished
by Air Liquide through its patient-centered
approach. These people are professional, totally
dedicated to patients; caregivers are attentive
and they do whatever it takes to give patients
personalized daily care. Knowing that this level
of expertise is backing me, I can focus on the
most serious cases.”
Dr. George Chandy, lung specialist,
Ottawa Hospital (Canada)

… via the on site presence of Air Liquide technicians
who constantly monitor gas availability to ensure patient
safety and operational efficiency

… by supporting the patient once
he or she leaves the hospital
and after the return home, working
in coordination with the medical team.

IN HOSPITAL

… via a system of call
centers accessible 24/7,
staffed by specialized
nursing personnel who
offer patients personalized
support as part of their
therapeutic follow-up.

“The 2,000 motivational interviews that I
conduct each year with patients who have
sleep apnea and who are treated using Conti-
nuous Positive Airway Pressure encourages
them to accept and understand their treat-
ment. I explain, I answer questions, and I
make sure they have understood why it is
so important to stick to the treatment, which
improves their quality of life. The patient
relationship is a driver and every call brings
a new challenge.”
Paule Derame, education nurse
with Air Liquide in Nantes (France)

ICAL
TELEPHONE
CTION
THE
IENT

… via the technician
who delivers a
portable oxygen
cylinder or the
nurse who arrives
to install medical
equipment

… via an on-call system
and/or paramedical assistance
24/7, in order to stay in touch
with at-home patients.

… via remote monitoring which
helps ensure that patients with
sleep apnea adhere to their
treatment.

Thanks to the support I get from the Air Liquide nurse, I feel
protected and confident. With every visit, we talk about my
illness – diabetes – and I learn more and more about it. The toll
free number, plus having the nurse’s number, is very reassuring.
I can call whenever I want. There are other pluses, like regular
monitoring of my treatment, my insulin pump, my illness,
attentive care, sharing experiences with other patients, etc.
Gérard Bethmont, diabetic, retired (France)

AT HOME

COMMUNITIES

BIOGAS: ENERGY FOR DEVELOPMENT

The arid province of Ferlo in Northern Senegal is highly vulnerable to the effects of global warming. Deforestation
and the advancing desert threaten a fragile ecosystem. The Air Liquide Foundation is supporting a biogas production
project in the region, led by the organization Agronomes et Vétérinaires Sans Frontières (a) (AVSF). The goal: develop an
alternative energy source for local populations.

After an initial
apiculture project
in Brazil supported
by the Air Liquide
Foundation, AVSF
proposes to install
biodigesters
in Senegal.

AVSF meets with Foundation
representatives and the project
is approved by the pre-selection
committee.

Lucie Tonnelier (Air Liquide
advanced Business
& Technologies)
explains biodigester technology.

In Senegal,
Olivier Robberechts,
General Manager of the
Air Liquide subsidiary,
offers to sponsor the
micro-initiative and
expresses his view on
the project’s quality,
which is presented to the
Foundation’s selection
committee.

“Biodigesters run on livestock ma-
nure. The organic matter ferments
in the biodigester’s anaerobic en-
vironment and produces a gas
that is combustible due to its high
methane content.”

(a) Agronomists and Veterinarians Without Borders

“Not only does the initiative provide sav-
ings, it also allows the families of Ferlo
to light their homes. With the efficiency
of word of mouth communication among
farming families, we’re now barely keep-
ing up with the demand!”

“AVSF has offered to provide farming
communities with biogas digesters. The
goal is to transform the emitted meth-
ane into heating gas for cooking or light
source. This solution has an immediate
impact on the well-being of families
while also helping to preserve the envi-
ronment.”

The Selection Committee validates the project,
signs the sponsorship agreement in January 2013
and transfers the first portion of the endowment
in February.

THE BENEFITS

COMBATS TIMBER EXTRACTION
AND THE USE OF CHARCOAL
•
INCREASES THE INCOME OF RESIDENTS
BY HELPING THEM SAVE ON CHARCOAL
AND GAS EXPENDITURES
•
IMPROVES THE PRODUCTIVITY
OF ACTIVITIES THROUGH BETTER
LIGHTING AND HEATING
•
PREVENTS RESPIRATORY AND OCULAR
ILLNESSES CAUSED BY SMOKE FROM
INDOOR WOOD FIRES
•
LIGHTENS THE WORKLOAD
OF WOMEN, WHO ARE RESPONSIBLE
FOR COLLECTING WOOD
•
ALLOWS GRADE-SCHOOLERS
TO DO THEIR HOMEWORK, THANKS
TO BETTER INDOOR LIGHTING
•
REUSES THE BIODIGESTER BYPRODUCT
AS AGRICULTURAL FERTILIZER

Moussa Balde,
National Coordinator,
AVSF Senegal,
and the
beneficiaries— four
small businesses,
three families and
one school — build
and commission the
biodigesters (March
to May 2013)

Olivier Robberechts returns
in June 2013 to verify
that the project is running
smoothly and gives his green
light for the transfer of the
second half of the endowment.

The ultimate
547 beneficiaries
share their
satisfaction!

“I juggle two businesses: dyeing and farming. Before, for the dyeing
business, I spent 150,000 francs CFA (€230) on charcoal each
month. With the biodigester, I expect to save at least 50,000 francs
CFA at the outset. In fact, I hope to be able to eventually stop
buying charcoal altogether.”
Khadi Koita, shopkeeper in Thiabakh

FINANCIAL

INFORMATION

CONSOLIDATED INCOME STATEMENT (SUMMARIZED)
FOR THE YEAR ENDED DECEMBER 31

(in millions of euros)

Revenue
Purchases
Personnel expenses

Other income and expenses

Operating income recurring before depreciation and amortization
Depreciation and amortization expense

Operating income recurring
Other non-recurring operating income and expenses

Operating income
Net finance costs
Other financial income and expenses
Income taxes
Share of profit of associates

Profit for the period

- Minority interests
- Net profit (Group share)

Basic earnings per share (in euros)

Diluted earnings per share (in euros)

2012 restated (a)
15,326
-6,099
-2,674

-2,768

3,785
-1,232

2,553
-27

2,526
-248
-83
-558
20

1,657
66
1,591

5.11

5.09

(a) Corresponds to the amounts as of December 31,2012 restated for the impacts of IAS 19 revised “Employee Benefits”

2013
15,225
-5,985
-2,751

-2,672

3,817
-1,236

2,581
26

2,607
-220
-85
-612
14

1,704
64
1,640

5.28

5.26

CONSOLIDATED BALANCE SHEET (SUMMARIZED)
FOR THE YEAR ENDED DECEMBER 31

(in millions of euros)

December 31, 2012
Restated (a)

December 31, 2013

ASSETS
Goodwill
Other intangible assets and property, plant and equipment
Other non-current assets (b)
TOTAL NON-CURRENT ASSETS
Inventories and work-in-progress
Trade receivables and other current assets
Cash and cash equivalents (b)
TOTAL CURRENT ASSETS
TOTAL ASSETS

5,133
13,511
1,084

19,728
776
3,320
1,187

5,283
25,011

5,090
13,939
1,061

20,090
792
3,232
981

5,005
25,095

(in millions of euros)

EQUITY AND LIABILITIES
Shareholders' equity
Minority interests
TOTAL EQUITY
Provisions and deferred taxes
Non-current borrowings
Other non-current liabilities (b)
TOTAL NON-CURRENT LIABILITIES
Provisions
Trade payables and other current liabilities
Current borrowings (b)

TOTAL CURRENT LIABILITIES
TOTAL EQUITY AND LIABILITIES

December 31, 2012
Restated (a)

December 31, 2013

10,190
233
10,423
3,380
5,789
281

9,450
243
3,398
1,497

5,138
25,011

10,625
263
10,888
3,237
5,818
220

9,275
247
3,487
1,198

4,932
25,095

(a) Corresponds to the amounts as of December 31,2012 restated for the impacts of IAS 19 revised “Employee Benefits”
(b) Included derivatives

CONSOLIDATED CASH FLOW STATEMENT (SUMMARIZED)
FOR THE YEAR ENDED DECEMBER 31

(in millions of euros)

Operating activities

Cash flow from operating activities before changes
in working capital

Changes in working capital

Other

Net cash flows from operating activities

Investing activities

Purchase of property, plant and equipment and intangible assets

Acquisition of subsidiaries and financial assets

Proceeds from sale of property, plant and equipment
and intangible assets and financial assets

Net cash flows used in investing activities

Financing activities

Dividends paid

• L'Air Liquide S.A.

• Minority interests

Proceeds from issues of share capital

Purchase of treasury shares

Transactions with minority shareholders

Net cash flows from (used in) financing activities

Effect of exchange rate changes, opening net indebtedness
of newly acquired companies and other

Change in net indebtedness

NET INDEBTEDNESS AT THE BEGINNING OF THE PERIOD

NET INDEBTEDNESS AT THE END OF THE PERIOD

2012 Restated (a)

2,886

-67

-110

2,709

-2,008

-879

-2,837

-723

-58

-104

-11

-859

132

-855

-5,248

-6,103

(a) Corresponds to the amounts as of December 31,2012 restated for the impacts of IAS 19 revised “Employee Benefits”

2013

2,949

-19

-127

2,803

-2,156

-392

317

-2,231

-820

-56

125

-115

-9

-875

344

-6,103

-6,062

INTERVIEW WITH BENOÎT POTIER,

CHAIRMAN AND CEO

06
GOVERNANCE

10
FIGURES

CONNECTED

TO THE WORLD
16
A YEAR IN OUR BUSINESSES

28
WORLD TOUR

CONNECTED

TO GROWTH
38
STRATEGY

40
LOOKING FORWARD

42
COMPETITIVENESS

44
INVESTMENTS

46
INNOVATION

CONNECTED

TO YOU
50
TALENT

52
SAFETY LEADERS

54
SHAREHOLDERS

56
CUSTOMERS

58
PATIENTS

60
COMMUNITIES

62
FINANCIAL INFORMATION

PUBLISHED BY THE
COMMUNICATIONS DEPARTMENT
OF AIR LIQUIDE GROUP,
APRIL 2014
75 quai d’Orsay, 75007 Paris,
France

CONSULTING, DESIGN, CREATION
& PRODUCTION:

L’ AIR LIQUIDE S.A. COMPANY
ESTABLISHED FOR THE STUDY
AND APPLICATION OF PROCESSES
DEVELOPED BY GEORGES CLAUDE
WITH ISSUED
CAPITAL OF 1,720,879,792.50 EUROS

Certifié PEFC

Ce produit est issu
de forêts gérées
durablement et de
sources contrôlées.

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