Sourcing in a challenging market Rolls-Royce Marine Rob Anthony, SVP – Purchasing, Planning and Control April 25th 2017 ©2017 Rolls-Royce plc The information in this document is the property of Rolls-Royce plc and may not be copied or communicated to a third party, or used for any purpose other than that for which it is supplied without the express written consent of Rolls-Royce plc. This information is given in good faith based upon the latest information available to Rolls-Royce plc, no warranty or representation is given concerning such information, which must not be taken as establishing any contractual or other commitment binding upon Rolls-Royce plc or any of its subsidiary or associated companies.

Marine summary 2016 results

Enabling business transformation We need to transform our business There’s a lot we need to improve and do differently Shipshape to manage all the key activities that will transform Marine Evolve the organisation model to remove significant cost inefficiencies, increase accountability and improve line of sight from customer to product. Reinvigorate R&D investment to ensure availability of relevant technologies to secure future growth. Drive continuous improvement and instil a High Performance Culture There is a great deal of work going on as part of Marine’s transformation. It’s about investing in the right things for the future, it’s about continuous improvement, and it’s also about our culture. How we manage all of this activity, is crucial to our future success, so we must align our efforts. In order to do this, we will be launching Shipshape as a way of bringing all the elements together. Shipshape will be used to identify and communicate the progress we’re making, as we transform Marine, together.

Investing in new technologies The obvious benefit is the reduction of crew cost. It will not go to zero, but a significant reduction. Better working conditions Better utilisation of existing skills Reduced energy consumptions – fuel savings (from 8-15%) Potential to reduce the investment cost (CAPEX). A lot of systems are not longer needed.

Sourcing in a challenging market Customers PRODUCTS DIGITAL SERVICES NAVAL Value Streams Integrated Product Teams: Engineering, Sales, Contract Mgt, Purchasing, Manufacturing, Quality, Logistics, HS&E Strategic Partners/Suppliers Marine Supplier of the Year 2016 Global strategic sourcing Global sourcing and supplier relationships are key Financial risk monitoring and supplier support (R-R Citibank Scheme) “Step-up” in strategic supplier collaboration, responsiveness and agility MEP will be 49% by end 2014 due to LCC inload.

We need to position ourselves and be ready for the next upturn! Text We need to position ourselves and be ready for the next upturn!