Valmont Industries
Annual Report 2011

Plain-text annual report

Annual Report 2011 D o l l a r s i n M i l l i o n s, e x c e p t p e r s h a r e aMo u n t s Operating Results Net sales Operating income Net earnings1 Diluted earnings per share4 Dividends per share Financial Position financial highlights 2011 2010 2009 $ 2,661.5 $ 1,975.5 $ 1,786.6 263.3 228.3 8.60 0.705 178.4 94.4 3.57 0.645 238.0 150.6 5.73 0.580 Shareholders’ equity2 $ 1,147.0 $ 915.9 $ 786.3 Long-term debt as a % of invested capital3 26.8% 29.7% 15.6% Operating Profits Gross profit as a % of net sales Operating income as a % of net sales Net earnings as a % of net sales1 Return on beginning equity Return on invested capital3 Year-End Data Shares outstanding (000) Approximate number of shareholders Number of employees 25.1% 9.9% 8.6% 24.9% 11.0% 26,481 5,000 9,476 26.3% 9.0% 4.8% 12.0% 8.8% 26,374 5,200 9,188 1 Net earnings attributable to Valmont Industries, Inc. 2 Total Valmont Industries, Inc. shareholders’ equity. 3 See footnote (a) on page 36 of this document and item 6 on pages 21 through 22 of the attached Company’s Form 10-K. 4 Per share impact of tax benefit received ($2.49) as a result of legal entity restructuring. 29.8% 13.3% 8.4% 24.1% 15.6% 26,297 5,400 6,626 8.604 2,662 238.0 228.6 263.3 1,907 1,786 1,975 1,500 155.6 178.4 5.73 5.04 3.63 3.57 07 08 09 10 11 07 08 09 10 11 07 08 09 10 11 net sales operating income diluted earnings per share [ 1 ] 1 4 6 8 10 14 18 Financial highlights message to Fellow shareholders Valmont at a glance doing more engineered infrastructure products utility support structures irrigation 22 coatings 26 global presence 30 31 32 33 Board of directors corporate and Business Unit Officers corporate and stock information Financial summary s t n e t n o c f o e l b a t [ 2 ] Valmont is recognized throughout the world as an industry leader in engineered products and services for infrastructure, and water conserving irrigation equipment for agriculture. We grow our businesses by leveraging our existing products, markets and processes. We recognize that our growth will only create shareholder value if, at the same time, we exceed our cost of capital. essential to our success is a company-wide commitment to customer service and innovation, and the ability to be the best cost producer for all products and services we provide. recognizing that our employees are the cornerstone of our accomplishments, we pride ourselves on being people of passion and integrity who excel and deliver results. valmont’s vision [ 3 ] message to FelloW shareholders 2011 was a record year for Valmont. Revenue increased 35 percent and operating income increased 48 percent. Operating income as a percent of sales improved from 9 percent to 9.9 percent. Net earnings were also at a record level, and were enhanced by a one-time positive adjustment during the fourth quarter. Our return on invested capital improved to 11 percent from 8.8 percent in 2010. It is gratifying to note that we delivered a record operating performance despite the fact that our largest segment, Engineered Infrastructure Products, experienced significant headwinds in the North American and European markets. Improved performance in our Irrigation, Utility Support Structures and Coatings Segments more than offset this softness. Our 2010 acquisition of Delta plc was fully integrated this year. International sales have now increased to more than 40 percent of Valmont’s total – providing more balance globally. Our enhanced footprint in the Asia Pacific region should drive approximately one quarter of total revenues in 2012. This year we established a regional headquarters in Sydney, Australia and appointed a group president who is responsible for our Asia Pacific businesses. Through a matrix management structure and overlaying geographic responsibilities with our global product lines, we expect to maximize our performance by sharing knowledge, research and development between markets. The successes of matrix organizational structures are highly dependent on senior executives, with responsibility for either product lines or geography, working well together. I have been impressed with what I have seen. Our Irrigation Segment had a great year. The market for irrigation is strong for a number of reasons. Conserving the world’s fresh water supply is an enduring global driver. Ever- increasing global demands for food and the resulting good crop prices are driving farm incomes. As a consequence, farmer sentiment and capital investments in equipment are robust. I have never seen a stronger macro environment for our irrigation business. Our irrigation team and dealer organization responded very effectively to a substantial increase in sales volume and delivered record results. The Utility Support Structures Segment delivered much improved results compared to 2010. Electric utility companies in North America increased capital spending on large- scale projects to add physical capacity and improve the reliability of the grid. We expect spending to remain strong for a number of years as utilities connect alternative energy sources to the grid and upgrade their transmission and distribution network. [ 4 ] We are ideally positioned – through our products, capabilities and market presence – to help meet the needs of a growing population worldwide. In 2011, our structural businesses serving the lighting, traffic and telecommunication markets faced difficult markets. Weak government spending in the U.S. and Europe reduced global demand for highway lighting and other traffic structures. Limited demand and volatile steel costs compressed prices and margins in a highly competitive market, leading to unsatisfactory results. We believe infrastructure is a growth business; economic growth depends on investments in infrastructure. We remain confident in the longer-term prospects for these businesses. While we do not anticipate much improvement in market conditions in 2012, we do expect continued progress increasing productivity, streamlining operations and reducing costs. Therefore, we believe that earnings in this segment will improve. Our other businesses within this segment in the Asia Pacific region, such as engineered access systems and highway safety products, performed to expectations. Our Coatings Segment had a strong performance despite operating in a generally weak economy. Increased captive demand from Valmont’s Utility and Irrigation Segments in North America provided beneficial leverage. We are driving productivity improvements by continually sharing best practices in our galvanizing operations in North America and the Asia Pacific region. We have several other businesses that are not as large as the four in our segments. These businesses made a meaningful contribution to our results in 2011. The tubing business benefited from the strong agricultural economy. Our grinding media business in Australia saw good demand from the mining industry. Our electrolytic manganese dioxide business in South Africa benefited from stable market conditions and favorable foreign exchange rates. As I visit our facilities and meet with customers worldwide, I am gratified by the passion and commitment of our teams at every level. The customer-driven innovations and service models that are shared within and among units support Valmont’s culture of continuous improvement and build the platform necessary for our further growth. Valmont anticipates another record year from operations in 2012. We expect market conditions for the Utility Support Structures Segment to continue to strengthen. We expect improved performance in our Engineered Infrastructure Products Segment, even absent a better market environment. Both our Coatings and Irrigation Segments should continue their strong performance. The agricultural economy will continue to be driven by the need for food and water management as growing middle class populations move towards higher protein diets, increasing demand for feed grains. We cannot control economic conditions; however, Valmont will continue to leverage our products, markets and capabilities. We will maintain our focus on productivity, safety and customer engagement. The world’s increasing investments in infrastructure enhancements and water conservation solutions to help secure food supply are inevitable. Valmont is constantly scanning the horizon for potentially disruptive designs or technologies. We are confident that mechanized irrigation is the best means of water delivery for large-scale agriculture. Our structural support products remain the best way to support objects in the air. Galvanizing is the best coating to extend the product life of steel. We are ideally positioned – through our products, capabilities and market presence – to help meet the needs of a growing population worldwide. We welcomed two new members to our Board: James B. Milliken, President of the University of Nebraska, and Catherine Paglia, a director of Enterprise Asset Management, Inc. We are looking forward to benefiting from their experience and counsel. At the end of 2011, Clarice Barnhill retired. For more than 60 years, Clarice was the devoted Executive Secretary to our founder Robert B. Daugherty. She is the supreme ambassador of the Valmont culture. Our company is undoubtedly better for her loyal service and warmth. We wish her well in her retirement. Thank you for your continued support and shared enthusiasm. I look forward to updating you on our progress in the year ahead. Sincerely, Mogens C. Bay Chairman and Chief Executive Officer [ 5 ] infrastructure coatings Galvanizing, anodizing and powder coatings irrigation Mechanized irrigation systems Valmont at a glance [ 6 ] Wherever you live, whatever you do, chances are Valmont is part of your life. engineered products for infrastructure and water management for agriculture. engineered inFrastructure products area lighting poles for parking lots and public areas · sports lighting structures for arenas and stadiums · Decorative lighting poles · traffic and sign structures · street and high-mast lighting poles · structures and components for wireless communication · highway safety products · industrial grating and access systems utility support structures utility transmission and distribution poles · utility substation structures agriculture [ 7 ] doing more... [ 8 ] pursuing opportunities for growth Population growth and economic development are increasing the world’s demands for quality infrastructure and sustainable agriculture. Valmont is pursuing opportunities for growth by leveraging our products and services, knowledge of new and existing markets, and capabilities; while consistently delivering value for our customers. True to our vision, we focus product and process innovations on the global markets for infrastructure and agriculture to maximize our strengths. PRODucts Valmont is pursuing opportunities for growth by bringing our existing products into markets that may be new for us. A combination of regional manufacturing and product differentiation allows us to customize products to quickly respond to the specific needs of local customers. MaRkEts We pursue growth opportunities by bringing new products to markets and customers that we know well, leveraging longstanding relationships and a comprehensive understanding of end-user needs. Doing so enables us to strategically increase the benefit we provide to those who already rely on Valmont. caPabilitiEs By leveraging internal knowledge and skills company-wide, we discover ways to exceed expectations while responding to our customers’ needs. custOMERs Maximizing the customer experience is central to Valmont’s vision. We are constantly in pursuit of excellence so that we are able to consistently and efficiently deliver the highest quality results, with integrity and a shared sense of urgency. You will notice that these enduring concepts and symbols emerge throughout the report. Please reflect on the connections they forge between the deliberate growth of each segment and Valmont’s overall value proposition. [ 9 ] emil Frankel Bipartisan policy center (Bpc) Visiting scholar s t c u d o r p e r u t c u r t s a r f n i d e r e e n g n e i [ 10 ] “america’s transportation infrastructure has been the foundation of the nation’s prosperity since before the united states was even established,” said Emil Frankel, bipartisan Policy center (bPc) Visiting scholar. “in our work at the Bpc, we have advocated for the importance of critical transportation investments, in order to enhance economic recovery and growth, and improve regional and national connections. But today, because our resources are constrained, we must invest wisely, maximize returns on our existing systems, and use those assets more productively.” Frankel is the former commissioner of the national connectivity, metropolitan accessibility, Connecticut Department of Transportation energy security and environmental sustainability, (1991-1995) and former assistant secretary and safety. The Project advocates reform, including of transportation policy of the U.S. Department increased funding for research and planning, so that of Transportation (2002-2005). He has devoted state and metropolitan institutions have the capacity his career to issues of transportation, energy, and motivation to implement comprehensive, environmental policy and public management. strategic and performance-driven capital programs. The BPC’s National Transportation Policy Project directed by Frankel has recommended five goals for U.S. surface transportation policy: economic growth, Valmont’s drive to create sustainable infrastructure systems complements these goals. [ 11 ] engineered infrastructure products strengthening foundations. products Growth in the Engineered Infrastructure Products segment will come through urbanization in developing countries, and by meeting the demand for new and upgraded infrastructure in developed markets where product needs include residential decorative lighting poles and citywide traffic and transportation systems. With a broad range of infrastructure products, from high- way safety barriers to support structures to engineered access systems, Valmont can participate in infrastructure development opportunities around the globe. For example, in the Asia Pacific region, technological innovation has allowed us to introduce an exciting new guardrail product in Australia. Our Webforge® brand of engineered grating and access systems provides a strong growth platform to participate in the region’s burgeoning mining and infrastructure investment. markets Despite reduced government spending on infrastructure in 2011, particularly in North America and Europe, opportunities for Valmont to grow are plentiful. Growth strategies are in place around the globe to bring Valmont products to markets where we already have a presence. For example, our innovative decorative wood lighting pole products are finding new demand in European markets. We are also proud of our work with customers who wish to highlight unique community identities with customized structures and cityscapes. In 2011, Valmont teams in the [ 12 ] strengthening foundations. U.S. completed a picturesque, multi-level custom bridge project in Austin, TX, as well as a signature “Welcome” sign in Monrovia, CA. Many municipalities in Europe hold elections during which mayors make a point to invest money in infrastructure. We anticipate that decorative lighting opportunities in those cities will increase. capabilities Though each Valmont facility is unique, locations world- wide share best practices to make sure that customer needs are optimally met. Mindful that our natural resources are finite and energy is becoming more costly, Valmont optimizes designs to reduce waste, and maximizes usage of recyclable materials like steel and aluminum. Conscious of aesthetics as well, many structures are designed to inconspicuously blend with the surroundings – in harmony with natural environments. Environmental responsibility includes not only driving change, but also responding to it. In the lighting market, Valmont is participating in the shift from incandescent lighting to LED through modified pole structure solutions. customers Building strong relationships with customers is becoming increasingly collaborative. Valmont is focusing on customer- centric metrics, like delivery speed and quality, by offering better engineering support at a quicker pace and working with third-party testing facilities to continually enhance our technical skills. By establishing multiple sites in different regions, we ensure that products and support services have a local presence, enabling us to remain competitive in key global markets. building communities. [ 13 ] robert l. daileader, Jr. partner at nixon peabody llp s e r u t c u r t s t r o p p u s y t l t u i i [ 14 ] “as the electric industry continues to transition from vertical integration to a more competitive model, and environmental considerations lead us away from fossil fuels toward renewable energy sources, we are retiring older generation and building more efficient units,” said Robert l. Daileader, Jr., Partner at Nixon Peabody llP. “What will remain constant, in my view, is the [united states’] absolute need to modernize and expand the transmission grid so that new generation can reach people in a reliable and cost-effective manner. “although there will continue to be disputes between policy-makers and regulators about how decisions are made in terms of transmission planning and cost recovery and allocation, I am confident that there will continue to be consensus at both the federal and state levels that more transmission is needed, and that policies to encourage investment in upgrading the grid need to be in place.” Daileader concentrates his practice at Nixon as well as the corresponding regulatory Peabody – in Energy, Energy Transactions, approvals. He is currently representing clients Project Finance and Project Counsel – on a wide in the development of several transmission upgrade range of energy and public utility issues. Over projects throughout the U.S.; and is in agreement the past several years, he has participated in with Valmont and Valmont customers that transactions involving the development and it is imperative to advance an environmentally financing, and purchase and sale, of numerous conscious power transmission system electric generation and transmission facilities, of the utmost efficiency and reliability. [ 15 ] utility powering opportunities. products As countries in Central America, South America, Africa and Asia develop, people are looking to improve their standard of living. In fact, over 1.6 billion people in the world still do not have electricity. Consequently, the demand for electrical power is increasing. Valmont is penetrating new markets and stimulating growth by providing the transmission and distribution infrastructure to connect communities. We have entered into India during this unprecedented period of rapid industrialization, which requires construction of new power transmission lines, lighting and telecommunication poles, and electrified rail systems. In increasingly congested urban spaces of the Asia Pacific region, existing lattice tower structures have large physical footprints. Our new pole plant and galvanizing operation in India will supply monopole towers that conserve valuable land area in one of the most populated regions in the world. markets Our utility business is seeing more activity in North American markets than ever before. U.S. investment in utility transmission reached nearly $13 billion in 2011 – more than three times higher than just a decade ago.1 Utility customers are upgrading transmission lines across the nation to respond to the demand for reliable higher voltage transmission and renewable wind and solar energy. In particular, there is a major emphasis on transmitting power from remote wind farm locations to consumers in heavily-populated urban areas. One example is in Texas, [ 16 ] powering opportunities. where the Competitive Renewable Energy Zones (CREZ) Project has designated five wind-generated energy facilities across the state. Valmont is providing concrete, steel and hybrid poles to large utilities and other utility service companies constructing more than 4,000 miles of transmission lines to support this ambitious project. Although a complete transmission grid is not yet in place to connect all of the United States as the interstate high- way system does, Valmont support structures are playing a significant role in its development. capabilities Because power is more efficiently transmitted at a higher voltage, we are continually exploring the most cost-effective engineered solutions to maximize transmission structure productivity by modifying design and combining materials. customers Valmont collaborates with utility customers to conceive truly optimal material and design solutions that meet the world’s increasing demand for power. Steel, concrete or hybrid poles are the ideal structures to serve customer needs depending upon the accessibility, terrain, climate and soil conditions of a given area, as well as aesthetic preference. Substituting lattice towers with monopoles conserves steel, space and visual impact. 1Wamsted, Dennis J. “Tangible Results: Utilities across the nation use Federal Energy Regulatory Commission transmission construction incentives to build a host of new projects.” Electric Perspectives, Vol. 36, No. 5, September/October 2011, 35. energizing connections. [ 17 ] dr. Kenneth g. cassman heuermann professor of agronomy chair at the university of nebraska at lincoln and chair of the independent science & partnership council (ispc) of the consultative group on international agricultural research (cgiar) i n o t a g r r i i [ 18 ] “ By 2050, 70 percent of our human population will live in cities. there is no way that we will be able to supply an urban population of that magnitude without substantial investment in irrigated agriculture,” said Dr. kenneth G. cassman, Heuermann Professor of agronomy at the university of Nebraska at lincoln and chair of the independent science & Partnership council (isPc) of the consultative Group on international agricultural Research (cGiaR). “having said this, it’s clear we are not going to have more water. that’s where companies like Valmont – concerned with the efficiency of water use – come in. You can’t cut down every forest and you can’t drain every swamp; we have to double the yields on existing land and we have to do that with the same amount of water. That’s got to be one of the most significant challenges facing humankind. . . . it’s clear to me that irrigation is fundamental, and companies improving it have to play a leading role.” Dr. Cassman has had the opportunity to work in investment in the expansion of irrigated agriculture nearly every major agricultural production system such that, today, more than one-third of all crop land worldwide during his career, and was among the in Asia is irrigated. first to predict that food prices must rise, threatening economic development, unless major agricultural initiatives were undertaken on a global scale. The “green revolution” in Africa, where there is tremendous poverty, food insecurity and malnutrition, is a focus of Dr. Cassman’s. He compares it to the most recent green revolution in Asia made possible by several components – not the least of which was massive Valmont shares Dr. Cassman’s passion for responding to the increasing demand for sustainable food sources, as well as the critical need for conservation of our limited freshwater supply. [ 19 ] irrigation sustaining resources. products Seven billion people in the world need food. Mechanized irrigation provides a highly efficient means to sustain precious water supply and farmland to generate the food that improving diets require. Through our global network of manufacturing locations and dealers, we can demonstrate to growers the benefits of mechanized irrigation equipment over traditional flood irrigation methods. This, in turn, will help growers conserve resources and become better stewards of their land. Our model for international growth, honed in markets such as Brazil and South Africa, is now being applied to other geographies. For example, our China manufacturing operation has been operating for over a year using equipment and processes perfected in North and South America, and South Africa. As a result of years of sales efforts in China, we expect growing demand and anticipate that the Chinese government will strive to become more self-sufficient and rely less on imports. Likewise, we see great potential for growth in Russia and other neighboring countries over the next several years due to greater public and private investment in agriculture. markets Irrigation was the foundation of Valmont’s business in North America over a half-century ago and our global leadership in the industry continues. Recognizing that food production will need to double within the next 40 years using less water and land, we expect the use [ 20 ] of our products to accelerate in both developed and emerging markets. Replacement of aging irrigation equipment in North America will continue as producers work to optimize crop yields for fiber, row crops, bio-diesel and ethanol. We have a significant opportunity to explore new applica- tions for and increase adoption of mechanized irrigation technology worldwide. With our global network of plants, we have the opportunity to reach virtually every grower and help countries become self-sufficient food producers. capabilities Only one percent of the world’s water is available for human consumption, and agriculture already uses 70 percent of it. Mechanized irrigation improves efficient water usage up to 70 percent, as compared to flood methods. We continue to explore innovative methodolo- gies to ensure that our Valley® brand center-pivot and linear irrigation equipment continues to be synonymous with quality and reliability. Equally critical to our success is our global network of dealers who share a passion for our products, personalized service and continuous improvement. customers Valmont is driven to develop products that make life better for producers of food, fiber and biofuels. With an absolute commitment to both agriculture and infrastructure, we are working to provide solutions to help meet the needs of the 9 billion people our planet will hold by 2050. Our manufacturers and dealers around the world are dedicated to making each year more productive than the last. nourishing futures. [ 21 ] lawrence Kavanagh president of the steel market development institute i s g n t a o c [ 22 ] “ For the past 15 years, Valmont has worked closely with the steel market development institute and other partners to bring cost-effective and reliable electricity delivery solutions to north america with galvanized steel utility distribution poles,” said lawrence kavanagh, President of the steel Market Development institute. “a key part of our business strategy is directly engaging management at the electric utility companies to discuss how steel poles can meet the ever-increasing demands for electricity distribution networks, e.g., by galvanizing to ensure strength and long life. We appreciate Valmont’s commitment and leadership in growing “ the market for steel poles, which now includes major power distributors like tucson electric power and san diego gas & electric.” The Steel Market Development Institute (SMDI) is a business unit of the American Iron and Steel Institute. Valmont is a founding member of the organization’s Steel Utility Pole Task Group. [ 23 ] coatings protecting materials. products Protected from corrosion, fabricated steel products look better and last longer. What began as an operation to best preserve the life of our own products has quickly become an opportunity to enhance product lives in new markets globally. Developing countries are allocating financial resources to extend the service lives of their critical infrastructure investments. With 12 existing galvanizing operations in Australia and Southeast Asia, a new plant opening in India in April 2012, and a total of 17 plants in North America, Valmont now has a presence in many high-growth markets. We are coating a variety of steel materials such as highway products, communication towers, sign structures and structural steel used in petrochemical plants. markets Fifteen years ago, 98 percent of the galvanizing performed at our single plant in Valley, Nebraska was for Valmont products. Now, coating our own products represent less than one-fifth of our total volumes; the remaining volumes are commercial – touching nearly every industry in North America, Australia and Southeast Asia. Due to the robust corrosion-protective characteristics of galvanization, we are continually seeking new applications and responding to shifts in the diverse array of adjacent markets we already serve. For example, as the demand for power and new alternative energy technologies increases, so does the need for lasting petrochemical and utility support infrastructure. [ 24 ] protecting materials. capabilities The diversity of the markets for which we provide protective coatings, both internal and external, is the reason for our success and further growth opportunities. We are able to exchange knowledge with and leverage competencies from our recently acquired facilities in the Asia Pacific region to match environmentally- conscious processes. Hot-dip galvanizing combines two sustainable products: fabricated steel and molten zinc. By using these materials wisely, we are enabling investments in critical infrastructure and other products to last up to 50 or 100 years. customers Although Valmont’s Coatings customers are primarily industrial, consumers come in contact with our coatings daily in recreation, agriculture, energy and transportation. Valmont’s coatings services enhance and protect the physical and financial well-being of our communities. Every detail of our process is considered, down to the chemistries of the zinc bath used in the coating. Galvanizing helps safeguard our roads and bridges from premature corrosion. It helps our neighborhoods with long-lasting poles for power and lighting. Galvanization of critical infrastructure, to extend the service life of products, is a good investment in the future. maximizing capabilities. [ 25 ] KEY Plant location Multiple plant locations Corporate headquarters global presence [ 26 ] KEY Plant location Multiple plant locations Corporate headquarters throughout the world, our dedicated employees strive to make a difference - at work, at home, and in their communities. [ 27 ] global presence africa Berrechid, Morocco Steel Poles Johannesburg, South Africa Irrigation Equipment Nelspruit, South Africa Manganese Metal Alloys and Electrolytic Maganese Dioxide Asia Pacific Pune, India Steel Poles and Galvanizing australia Acacia Ridge, Queensland Steel Poles Bassendean, Western Australia Grinding Media Bohle, Townsville Queensland Galvanizing Bohle, Townsville Queensland Grinding Media Campbellfield, Victoria Galvanizing Carole Park, Queensland Galvanizing Clayton South, Victoria Access Systems Maddington, Western Australia Steel Poles Guangzhou Access Systems Mayfield, New South Wales Grinding Media Guangzhou Steel Poles Minto, New South Wales Highway Safety Products Mona Vale, New South Wales Access Systems Pinkenba, Queensland Access Systems Pinkenba, Queensland Galvanizing Port Kembla, New South Wales Galvanizing and Zinc Reclamation Haiyang Steel Poles and Irrigation Equipment Shanghai Steel Poles Wuxi, Jiangsu P.C. Access Systems europe & middle east Kiiu, Estonia Steel Poles Silverwater, New South Wales Architectural Metal Coverings Kangasniemi, Finland Steel and Wood Poles Spearwood, Western Australia Galvanizing Welshpool, Western Australia Access Systems Parikkala, Finland Wood Poles Charmeil, France Steel Poles canada Delta, British Columbia Steel Poles Winnipeg, Manitoba Steel Poles Girraween, New South Wales Galvanizing Barrie, Ontario Steel Poles Hexham, New South Wales Galvanizing St. Julie, Québec Steel and Aluminum Poles Launceston, Tasmania Galvanizing china Chengdu, Sichuan Access Systems [ 28 ] Rive-de-Gier, France Aluminum Poles Gelsenkirchen, Germany Steel Poles Maarheeze, The Netherlands Steel Poles Siedlce, Poland Steel Poles Madrid, Spain Irrigation Equipment Jebel Ali, U.A.E. Irrigation Equipment Stockton-on-Tees, United Kingdom Steel Poles mexico Monterrey Steel Poles new Zealand Palmerston North Access Systems south america Uberaba, Brazil Irrigation Equipment southeast asia Jalan Jababeka, Indonesia Access Systems Jaya, Selangor, Malaysia Galvanizing Nilai, Negeri Sembilan, Malaysia Galvanizing Selangor Darul Ehsan, Malaysia Access Systems Cabuyao, Laguna, Philippines Access Systems Trece Martires City, Cavite, Philippines Galvanizing and Steel Poles Rayong, Thailand Access Systems united states Bay Minette, Alabama Concrete Poles Steele, Alabama Galvanizing Tuscaloosa, Alabama Concrete Poles Barstow, California Concrete and Steel Poles Long Beach, California Galvanizing Los Angeles, California Anodizing and Powder Coating Elkhart, Indiana Aluminum Extrusions Jeffersonville, Indiana Galvanizing Plymouth, Indiana Wireless Communication Structures, Components and Specialty Structures Sioux City, Iowa Galvanizing El Dorado, Kansas Steel Poles Salina, Kansas Galvanizing Santa Fe Springs, California Wireless Components Farmington, Minnesota Aluminum Poles Minneapolis, Minnesota Powder Coating and E-Coating McCook, Nebraska Irrigation Equipment Omaha, Nebraska Corporate Headquarters Valley, Nebraska Irrigation Equipment, Steel Poles, Tubing and Galvanizing Aurora, Colorado Composite Poles Bartow, Florida Concrete Poles Miami, Florida Galvanizing Tampa, Florida Galvanizing Atlanta, Georgia Wireless Components Claxton, Georgia Concrete Poles Chicago, Illinois Galvanizing Tulsa, Oklahoma Steel Poles and Galvanizing Salem, Oregon Wireless Communication Structures, Components and Specialty Structures Tualatin, Oregon Galvanizing Hazleton, Pennsylvania Steel Poles West Columbia, South Carolina Galvanizing Jasper, Tennessee Steel Poles Bellville, Texas Concrete Poles Brenham, Texas Steel Poles Mansfield, Texas Steel Poles Lindon, Utah Galvanizing and Powder Coating Petersburg, Virginia Galvanizing West Point, Nebraska Galvanizing Ferndale, Washington Steel Poles Hauppauge, New York Wireless Components [ 29 ] top, from left to right: Glen a. Barton, Mogens c. Bay, Kaj den Daas. Middle, from left to right: Dr. stephen r. lewis, Jr., James B. Milliken, Daniel p. neary. Bottom, from left to right: catherine J. paglia, ambassador clark t. randt, Jr., Walter scott, Jr., Kenneth e. stinson Mogens C. Bay Chairman and Chief Executive Officer Valmont Industries, Inc. Director Since 1993 Kenneth e. stinson Lead Director Chairman Peter Kiewit Sons’, Inc. Director Since 1996 Glen A. Barton Retired Chairman and Chief Executive Officer Caterpillar, Inc. Director Since 2004 Kaj den daas Retired Executive Vice President Philips Lighting, B.V. of the Netherlands Director Since 2004 dr. stephen R. lewis, Jr. Chairman Columbia – RiverSource Funds Director Since 2002 James B. Milliken President University of Nebraska Director Since 2011 daniel P. neary Chairman and Chief Executive Officer Mutual of Omaha Director Since 2005 Catherine J. Paglia Director Enterprise Asset Management Director Since 2012 Ambassador Clark t. Randt, Jr. Former U.S. Ambassador to the People’s Republic of China Director Since 2009 Walter scott, Jr. Chairman Level 3 Communications, Inc. Director Since 1981 Audit CoMMittee Walter Scott, Jr., Chairman Kaj den Daas Daniel P. Neary Catherine J. Paglia HuMAn ResouRCes CoMMittee Glen A. Barton, Chairman Dr. Stephen R. Lewis, Jr. Daniel P. Neary Kenneth E. Stinson GoveRnAnCe And noMinAtinG CoMMittee Dr. Stephen R. Lewis, Jr., Chairman Ambassador Clark T. Randt, Jr. Glen A. Barton inteRnAtionAl CoMMittee Kaj den Daas, Chairman Mogens C. Bay Ambassador Clark T. Randt, Jr. James B. Milliken i s r o t c e r d f o d r a o b [ 30 ] officers corporate & Business unit corporate Officers MoGens c. Bay Chairman & Chief Executive Officer toDD G. atKinson Executive Vice President & Corporate Secretary Vanessa BroWn Vice President Human Resources stephen KanieWsKi Vice President Information Technology terry J. Mcclain Senior Vice President & Chief Financial Officer Brian DesiGio Vice President Corporate Development MarK c. JaKsich Vice President & Corporate Controller Walter p. pasKo Vice President Procurement Operations & Management utility suPPoRt stRuCtuRes earl R. Foust Group President Michael Banat Vice President & General Manager International Utility James P. Ruddy President, Steel Business Units steven A. schmid Vice President Operations & General Manager Concrete douglas C. sherman Vice President Business Development iRRiGAtion leonard M. Adams Group President Global Irrigation stephen B. leGrand Vice President Operations Global Irrigation Craig Malsam Vice President Engineering & Marketing Global Irrigation Richard J. Panowicz Vice President Sales North American Irrigation Aaron schapper Vice President & General Manager International Irrigation CoAtinGs And tuBinG Richard s. Cornish President Valmont Coatings & Tubing Divisions euRoPe, Middle eAst And AFRiCA ReGion todd G. Atkinson President liGHtinG, tRAFFiC And CoMMuniCAtion stRuCtuRes earl R. Foust Group President todd P. Barth President Lighting, Traffic & Communication Structures ted Brockman Vice President & General Manager Valmont-West Coast Engineering Gary P. King Vice President Operations General Manager Canada Jason n. Palumbis Vice President Sales & Marketing General Manager Communication Structures thomas F. sanderson Vice President Product & Market Development Mark e. treinen Vice President Controller & Business Development daniel e. Witt Vice President Customer Engagement General Manager, Specification Piet stevens Vice President & General Manager Europe, Middle East & Africa stéphane devulder Director of Operations Europe, Middle East & Africa AsiA PACiFiC ReGion vik Bansal Group President Huang Xiao yong President, China david Wong Managing Director, Asia Paul Gee Managing Director Webforge Australia/New Zealand Peter Hogan Managing Director Industrial Galvanizers Australia Paul shelley Managing Director, Donhad Pty Ltd sandy Robertson Managing Director, Ingal EPS viswanath devrajan Managing Director, India [ 31 ]  corporate and stocK information corporate headquarters Valmont Industries, Inc. One Valmont Plaza Omaha, Nebraska 68154-5215 USA Tel Fax Online valmont.com 1-402-963-1000 1-402-963-1198 independent public accountants Deloitte & Touche LLP Omaha, Nebraska USA legal counsel McGrath North Mullin & Kratz, PC LLO Omaha, Nebraska USA stock transfer agent and registrar address shareholder inquiries to: Wells Fargo Shareowner Services 161 N. Concord Exchange South St. Paul, Minnesota 55075 1-866-886-9962 Send Certificates for transfer and address changes to: Wells Fargo Shareowner Services 161 N. Concord Exchange South St. Paul, Minnesota 55075 1-866-886-9962 annual meeting The annual meeting of Valmont’s shareholders will be held at 2:00 p.m. on Tuesday, April 24, 2012, at the Omaha Marriott Hotel, 10220 Regency Circle in Omaha, Nebraska USA. shareholder and investor relations Valmont’s common stock trades on the New York Stock Exchange (NYSE) under the symbol VMI. We make available, free of charge through our Internet website at www.valmont.com, our annual report on Form 10-K, quarterly reports on Form 10-Q, current reports on Form 8-K, and amendments to those reports filed or furnished pursuant to Section 13(a) or 15(d) of the Securities Exchange Act of 1934, as soon as reasonably practicable after such material is electronically filed with or furnished to the Securities and Exchange Commission. We have also posted on our website our (1) Corporate Governance Principles, (2) Charters for the Audit Committee, Human Resources Committee, Governance and Nominating Committee and International Committee of the Board, (3) Code of Business Conduct, and (4) Code of Ethics for Senior Officers applicable to the Chief Executive Officer, Chief Financial Officer and Controller. Valmont shareholders may also obtain copies of these items at no charge by writing to: Jeffrey S. Laudin Investor Relations Department Valmont Industries, Inc. One Valmont Plaza Omaha, Nebraska 68154 USA 1-402-963-1000 Tel 1-402-963-1198 Fax [ 32 ] financial summary [ 33 ] selected 5-year financial summary D o l l a r s i n t h o u s a n D s , e xc e p t p e r s h a r e a m o u n t s Operating Data net sales operating income net earnings1 Depreciation and amortization capital expenditures per Share Data earnings: Basic Diluted cash dividends declared Financial pOSitiOn Working capital property, plant and equipment, net total assets long-term debt, including current installments shareholders’ equity2 caSh FlOw Data net cash flows from operations net cash flows from investing activities net cash flows from financing activities Financial MeaSureS (e) invested capital(a) return on invested capital(a) eBitDa(b) return on beginning shareholders’ equity(c) long-term debt as a percent of invested capital(d) Year-enD Data shares outstanding (000) approximate number of shareholders number of employees see footnotes on page 36. 1 net earnings attributable to Valmont industries, inc. 2 total Valmont industries, inc. shareholders’ equity. 2011 2010 2009 2008 2007 $ 2,661,480 263,310 228,308 74,560 83,069 $ 1,975,505 178,413 94,379 59,663 36,092 $ 1,786,601 237,994 150,562 44,748 44,129 $ 1,907,278 228,591 132,397 39,597 50,879 $ 1,499,834 155,626 94,713 35,176 56,610 $ 8.67 8.60 0.705 $ 3.62 3.57 0.645 $ 5.80 5.73 0.580 $ 5.13 5.04 0.495 $ 3.71 3.63 0.410 $ 844,873 454,877 2,306,076 $ 747,312 439,609 2,090,743 $ 458,605 283,088 1,302,169 $ 475,215 269,320 1,326,288 $ 350,561 232,684 1,052,613 474,650 1,146,962 468,834 915,892 160,482 786,261 338,032 624,131 223,248 510,613 $ 149,671 $ 152,220 $ 349,520 $ 52,575 $ 110,249 (84,063) (262,713) (43,595) (194,077) (71,040) (45,911) 269,685 (198,400) 108,753 (210) $ 1,769,461 $ 1,577,707 $ 1,029,970 $ 1,043,684 $ 794,786 11.0% 8.8% 15.6% 16.4% 14.5% $ 343,633 $ 239,997 $ 283,964 $ 260,474 $ 191,635 24.9% 26.8% 12.0% 29.7% 24.1% 25.9% 15.6% 32.4% 23.6% 28.1% 26,481 26,374 26,297 26,168 25,945 5,000 9,476 5,200 9,188 5,400 6,626 5,800 7,380 5,800 6,029 [ 34 ] selected 5-year financial summary segment summary D o l l a r s i n m i l l i o n s , e xc e p t p e r s h a r e a m o u n t s 2011 2010 change 2011-2010 2009 change 2010-2009 cOnSOliDateD net sales Gross profit as a percent of sales sG&a expense as a percent of sales operating income as a percent of sales net interest expense effective tax rate net earnings Diluted earnings per share engineereD inFraStructure prODuctS SegMent net sales Gross profit sG&a expense operating income utilitY SuppOrt StructureS SegMent net sales Gross profit sG&a expense operating income cOatingS SegMent net sales Gross profit sG&a expense operating income irrigatiOn SegMent net sales Gross profit sG&a expense operating income Other net sales Gross profit sG&a expense operating income net cOrpOrate expenSe Gross profit sG&a expense operating loss $ 2,661.5 666.8 25.1 % 403.5 15.2 % 263.3 9.9 % 26.9 2.0 % $ $ 228.3 8.60 $ $ $ $ $ $ 792.6 186.5 145.7 40.8 620.8 141.8 71.2 70.6 280.8 93.5 34.9 58.6 665.9 178.6 70.8 107.8 301.4 65.9 20.2 45.7 0.5 60.7 (60.2) $ 1,975.5 519.6 26.3 % 341.2 17.3 % 178.4 9.0 % 26.1 36.0 % 94.4 3.57 669.2 179.5 127.3 52.2 472.7 112.2 60.5 51.7 208.4 67.8 25.2 42.6 443.4 118.8 56.8 62.0 181.8 43.4 14.9 28.5 (2.1) 56.5 (58.6) $ $ $ $ $ $ $ $ 34.7 % 28.3 % $ 1,786.6 532.0 18.3 % 47.6 % 3.1 % 141.8 % 140.9 % 18.4 % 3.9 % 14.4 % (21.8) % 31.3 % 26.4 % 17.7 % 36.6 % 34.7 % 37.9 % 38.5 % 37.6 % 50.2 % 50.3 % 24.6 % 73.9 % 65.8 % 51.8 % 35.6 % 60.4 % (23.8) % 7.4 % 2.7 % 29.8 % 294.0 16.5 % 238.0 13.3 % 14.3 32.2 % 150.6 5.73 582.3 153.8 108.7 45.1 698.2 236.0 71.2 164.8 90.6 38.0 13.3 24.7 362.2 84.3 49.2 35.1 53.3 20.5 7.5 13.0 (0.6) 44.1 (44.7) $ $ $ $ $ $ $ $ 10.6 % (2.3) % 16.1 % (25.0) % 82.5 % (37.3) % (37.7) % (14.9) % (16.7) % (17.1) % (15.7) % (32.3) % (52.5) % (15.0) % (68.6) % 130.0 % 78.4 % 89.5 % 72.5 % 22.4 % 40.9 % 15.4 % 76.6 % 241.1 % 111.7 % 98.7 % 119.2 % 250.0 % 28.1 % 31.1 % [ 35 ] appendix footnotes (a) return on invested capital is calculated as operating income (after-tax) divided by the average of beginning and ending invested capital. invested capital represents total assets minus total liabilities (excluding interest- bearing debt. return on invested capital is one of our key operating ratios, as it allows investors to analyze our operating performance in light of the amount of investment required to generate our operating profit. return on invested capital is also a measurement used to determine management incentives. return on invested capital is not a measure of financial performance or liquidity under generally accepted accounting principles (Gaap). accordingly, return on invested capital should not be considered in isolation or as a substitute for net earnings, cash flows from operations or other income or cash flow data prepared in accordance with Gaap or as a measure of our operating performance or liquidity. return on invested capital, as presented, may not be comparable to similarly titled measures of other companies. (b) earnings before interest, taxes, Depreciation and amortization (eBitDa) is one of our key financial ratios in that it is the basis for determining our maximum borrowing capacity at any one time. our bank credit agreements contain a financial covenant that our total interest-bearing debt not exceed 3.75x eBitDa for the most recent twelve month period. if this covenant is violated, we may incur additional financing costs or be required to pay the debt before its maturity date. eBitDa is not a measure of financial performance or liquidity under Gaap and, accordingly, should not be considered in isolation or as a substitute for net earnings, cash flows from operations or other income or cash flow data prepared in accordance with Gaap or as a measure of our operating performance or liquidity. (c) return on beginning shareholders’ equity is calculated by dividing net earnings attributable to Valmont industries, inc. by the prior year’s ending total Valmont industries, inc. shareholders equity. (d) long-term debt as a percent of invested capital is calculated as the sum of current portion of long-term debt and long-term debt divided by total invested capital. this is one of our key financial ratios in that it measures the amount of financial leverage on our balance sheet at any point in time. We also have covenants under our major debt agreements that relate to the amount of debt we carry. if those covenants are violated, we may incur additional financing costs or be required to pay the debt before its maturity date. We have an internal target to maintain this ratio at or below 40%. this ratio may exceed 40% from time to time to take advantage of opportunities to grow and improve our businesses. long-term debt as a percent of invested capital is not a measure of financial performance or liquidity under Gaap and, accordingly, should not be considered in isolation or as a substitute for net earnings, cash flows from operations or other income or cash flow data prepared in accordance with Gaap or as a measure of our operating performance or liquidity. (e) see pages 21-22 of our attached company Form 10-K for tables that show how the financial measurements described in footnotes are calculated from our financial statements. forward-looking statements this report contains forward-looking statements within the meaning of the private securities litigation reform act of 1995. these forward-looking statements are based on assumptions that management has made in light of experience in the industries in which the company operates, as well as management’s perceptions of historical trends, current conditions, expected future developments and other factors believed to be appropriate under the circumstances. these statements are not guarantees of performance or results. they involve risks, uncertainties (some of which are beyond the company’s control) and assumptions. management believes that these forward- looking statements are based on reasonable assumptions. many factors could affect the company’s actual financial results and cause them to differ materially from those anticipated in the forward-looking statements. these factors include, among other things, risk factors described from time to time in the company’s reports to the securities and exchange commission, as well as future economic and market circumstances, industry conditions, company performance and financial results, operating efficiencies, availability and price of raw materials, availability and market acceptance of new products, product pricing, domestic and international competitive environments, and actions and policy changes of domestic and foreign governments. the company cautions that any forward-looking statements included in this report are made as of the date of this report. [ 36 ] FSC LOGOS FPOFFFFFPPPPPPPPPPOOOOOOOOOOOOOFFPPPPPPPPPPPPOOOOOOOOOOOOOFFPPPPPPPPPPOOOOOOOFPPPPPPPPPPFPPPPPPPOOOOOOOOOOOOOOFPPPPPPOOOOOOOOOOOOOOOOOOOO O O O O O O O Valmont IndustrIes, Inc. one Valmont Plaza omaha, nebrask a 68154-5215 usa 402 .963 .1000 Valmont.com FSC_MS_1_LNBW O O O O O F F F F F F FF F F F PPPPP PPPP P P P P P P P P P P FPOFPPPPPPPPPPOOOOOOOOOOOFPPPPPPPPPPFPPPPPPPPPPPOOOOOOOOOOOOOOFPPPFFFF OOOOOOOOOOOOO FSC_100_LNBW FPOFPPPPPPPPPOOOOOOOOOOOFPPPPPPPPPPFPPPPPPPOOOOOOOOOOOOOFPPPFFFF OOOOOOOOOOOOO FSC_100_LNC FPOPPPPPPPPPOOOOOOOOOOOOPPPPPPPPPPPPPPPFFFF OOOOOOOOOOOO FSC_100_LPBW FPOPPPPPPPPPPOOOOOOOOOOOOOPPPPPPPPPPPPPPPOFFFF OOOOOOOOOOOO FSC_100_LPC FPOFFFFFFFPPPPPPPPPOOOOOOOOOOOOFFFFFFFPPPPPPPPPPPOOOOOOOOOFFFFFFFPPPPPPPPPPOOFFFFFPPPPPFFFFFPPPPPPPPPPPOOOOOOOOOOOFFFPPPPPOOOOOPPPPPOOOOOOOOOOOOOO FSC_MS_2_LNBW FPOFFFFFFFPPPPPPPPPOOOOOOOOOOOOFFFFFFPPPPPPPPPPPOOOOOOOOOFFFFFFFPPPPPPPPPOOFFFFFPPPPPFFFFFPPPPPPPPPPPPOOOOOOOOOOOOFFFPPPPOOOOOPPPPOOOOOOOOOOOOO FSC_MS_2_LNC FPOFFFFFFFPPPPPPPPPPOOOOOOOOOOOOOFFFFFPPPPPPPPPPPPOOOOOOOOOOFFFFFPPPPPPPPPOOOFFFPPPPPPPFFPPPPPOOOOOPPPPOOOOOOOOOOOO FSC_MS_2_LPBW FPOFFFFFFFPPPPPPPPPPOOOOOOOOOOOOOFFFFFPPPPPPPPPPPPOOOOOOOOOOFFFFFPPPPPPPPOOOOFFFPPPPPPPFFPPPPPOOOOOPPPOOOOOOOOOOOO FSC_MS_2_LPC FPOFPPPPPPPPPPOOOOOOOOOOOOOFFPPPPPPPPPPOOOOOOOOOOOOFPPPPPPPPPPFPPPPPPPOOOOOOOOOOOOOOFFFFFPPPPPPOOOOOOOOOOOOOOOOOOO FSC_MS_4_LNBW FPOFPPPPPPPPPPOOOOOOOOOOOOOFPPPPPPPPPPOOOOOOOOOOOOFPPPPPPPPPPFPPPPPPOOOOFFFFFPPPPPOOOOOOOOOOOOOOOOOOOO FSC_MS_4_LNC FPOPPPPPPPPPPOOOOOOOOOOOOOPPPPPPPPPPOOOOOOOOOOOOPPPPPPPPPPPFFFFPPPPPOOOOOOOOOOOOOOOOOOO FSC_MS_4_LPBW FPOPPPPPPPPPPPOOOOOOOOOOOOPPPPPPPPPPOOOOOOOOOOOOPPPPPPPPPPPFFFFPPPPPOOOOOOOOOOOOOOOOOOO FSC_MS_4_LPC XX% XX% XX% XX% P P P P P P P PPPPPP P P P PPP P PPPP PPPPPP PPPPPPPPP PPPPP P PP P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P PPPPPPPP PPPPPPP PPPP P P P P P P P P P P P P P P P PPPP PP P P P P P P P P P P P P P PPP PPPPPPPPPP PPPPPPPP PPP PPPP P P P P P P P P P P P P P P P P P P P P P P PPPP PPPPPPP PPPP P P P P P P P P P P P P P P P P P P P P P P F F F F FF F F F F F F FF F F F FFFFF F F F F F FFFF F F F F F F F F F F F F FFFFF F F F F F FFFFF F F F F F F FF F F F F F F F FF FFFF F F F F F F F F F F FFFFF F F F F F F F F F F F F F F F FF F F F F FFFFFF F FF F F F F F FFFFFF F F F F F FFFFFFF F F F F F F FSC_100_PNBW FSC_100_PNC O O O O O O O O O O PPPP P P P P P P FFFFFFF F FF F F FSC_100_PPBW FSC_100_PPC XX% OO O O O O O OOOO O O O O O XX%OO XX% O OOOO O O O O O OO XX%OOO PPPP P P P P P PPPPPPPPPP P P P P P P PPPPPPPPP P P P P P P P P PPPP P P P PP P F F F F F F F F F F F F F FFF F F F F F FFFFF F F F FF FSC_MS_2_PNBW FSC_MS_2_PNC XX% OOO O O O O O XX%OOO XX% XX% OOO O O O O O OOO O PPPPPPP P P P P P P P PPPPPPPPP P P P P P P P P P PPP P P P P P PP P FFFFFFF F F F F F F F FFFFF F F F F F FFFFFF F F F F F F FF FSC_MS_2_PPBW FSC_MS_2_PPC Cert no. 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