Klöckner & Co. A Leading Multi Metal Distributor. January, Gisbert Rühl CFO

Transcription

1 Klöckner & Co A Leading Multi Metal Distributor January, 2008 Gisbert Rühl CFO

2 Agenda 1. Market developments Q and expectations for Development in Q and financials 3. Profitable growth initiatives 4. Overview and market Appendix 2

3 Market developments Q Q Europe Slight improvement in stock levels Overall healthy sales activity, without being strong Prices remained flat North America Further declining imports Completion of the most recent phase of destocking Relatively soft demand for flat, stronger for long products Moderate price recovery Market developments in Q in line with Klöckner & Co s expectations 3

4 Market expectations for Q Q Europe Further improvement in stock levels due to declining imports Overall healthy underlying demand Prices overall expected to remain flat North America Low imports and stock levels Slight improvement of underlying demand Continuing price recovery Promising start in 2008 expected, especially in North America 4

5 Market expectations for FY 2008 Rising steel prices in 2008 due to expected raw material hikes (iron ore and coking coal)* Expected increase of apparent steel use in EU27 1.4%, other Europe 5.7% and North America 4%; World 6.8%* Continuing lower imports from China because of rising raw material prices, high taxes and shipping costs, environmental and energy constraints as well as possible antidumping actions * According to International Iron & Steel Institute FY 2008 Again positive development in

7 Expectations for H versus actual developments Expectations for H Actual developments H Overall at least stable demand; strong demand in construction and mechanical engineering in Europe At least firm price development for carbon steel. Downward trend for stainless steels due to the fall of the nickel price In Europe overall good demand without being strong; construction softer than expected; weaker demand in North America Prices softened in Q3; announced and expected price increases for Q4 did not materialize Sharp drop of the nickel price translated in strong price decline of stainless steels. Overall stable demand and healthy margins Increasing pressure on margins, especially regarding stainless steels 7

8 Consequences for Klöckner & Co Overall lower margins than expected, especially for stainless Unlike previous year, no stock gains at all Volumes satisfactory but partially lower than expected Additional negative effects because of weaker USD and CHF Revised guidance for 2007 Reported EBITDA approximately 10% below the reported 2006 level of 395 million (including oneoffs in each case) Results lower than expected but still strong 8

9 Summary income statement Q3/9M 2007 ( m) Q Q Δ% 9M M 2006 Δ% Volume (Ttons) 1,601 1, ,893 4, Sales 1,583 1, ,783 4, Gross profit % margin EBITDA % margin EBIT Financial result Income before taxes Income taxes Minority interests Net income EPS Diluted EPS

10 Underlying EBITDA 9M 2007 ( m) 9M M 2006 Δ EBITDA as reported Oneoffs (mainly sale real estate) Operating EBITDA Windfall effects carbon and others stainless Exchange rate effects Special expense effects Underlying EBITDA Acquisitions (LTM*) Underlying EBITDA excluding Acquisitions * LTM: Last twelve months Strong underlying EBITDA improvement driven by STAR 10

11 Segment performance 9M 2007 ( m) Sales 9M 07 Sales 9M 06 Δ % EBITDA 9M 07 EBITDA 9M 06 Δ % Comments Europe North America 3, , Sales for 9M 2007* in Europe including about 16.1 million from Westok (UK) 8.2 million together from Max Carl and Zweygart (D) 7.8 million from Edelstahlservice (D) 9.6 million from Teuling (NL) 27.4 million from Tournier (F) 6.5 million from Gauss (CH) 9.1 million from Aesga (E) HQ / Consol. Total 4,783 4, Sales for 9M 2007* in North America including about 7.8 million from Premier Steel million from Primary Steel 39.3 million from Action Steel * Sales of companies acquired in the last twelve months 11

12 Balance sheet as of Sept. 30, 2007 ( m) Longterm assets Inventories Trade receivables Cash & Cash equivalents Other assets Total assets Equity Total longterm liabilities thereof financial liabilities Total shortterm liabilities thereof trade payables Other liabilities Total equity and liabilities Net working capital Net financial debt September 30, ,081 1, , , , ,170 1, December 31, , , ,552 1, Comments Financial debt as of Sept. 30, 2007: Syndicated loan: 175 million ABS: 372 million Bank borrowings: 187 million Convertible: 262 million Increased net financial debt due to acquisitions and higher NWC Equity: Convertible equity share: capital increase of 62 million booked Decreased equity ratio from 31% to 26% due to increased total assets Net Working Capital: Increase driven by sales, higher price levels and acquisitions 12

13 Statement of cash flow ( m) 9M M 2006 Comments Operating CF Changes in net working capital Others CF from operating activities impacted by high net working capital requirements Cash flow from operating activities Inflow from disposals of fixed assets/others Outflow from investments in fixed assets Cash flow from investing activities Investing cash flow in Q mainly impacted by cash outflow for the various acquisitions and increased stake in Swiss Holding Proceeds from capital increase Changes in financial liabilities Net interest payments Dividends Cash flow from financing activities Equity component of the convertible bond: 62 million (2006: capital increase for IPO) Net interest payments including oneoff preredemption fees for high yield bond Total cash flow

14 General financial targets/limits and guidance Underlying sales growth Underlying EBITDA margin* Leverage (Net financial debt/ebitda LTM) Gearing (Net financial debt/equity) * According to new definition General target/limit > 10% p.a > 6% < 3.0x < 150% Actual 9M % 6.1% 2.5x 108% Challenging financial targets throughout the cycle 14

16 Profitable growth Profitable growth through valueadded distribution and services within multi metals to companies in Europe and North America Grow more than the market Continuous business optimization 1 Acquisitions driving market consolidation 2 Organic growth and expansion into new markets 3 STAR Program: Purchasing Distribution network 16

17 1 Accelerating number of acquisitions Acquisitions 567 million Country Acquired Company Sales Sep 2007 Lehner & Tonossi 9 million Sep 2007 Interpipe 14 million Sep 2007 ScanSteel 7 million Aug 2007 Metalsnab 36 million Jun 2007 Westok 26 million May 2007 Apr 2007 Premier Steel Zweygart 23 million 11 million 12 Apr 2007 Apr 2007 Max Carl Edelstahlservice 15 million 17 million 141 million 108 million Apr 2007 Primary Steel 360 million 4 Apr 2007 Teuling 14 million 2 Jan 2007 Tournier 35 million 2007 Ytd acquisitions 4 acquisitions 567 million 108 million acquisitions 141 million Number Sales 17

18 Strong acquisition criteria Further acquisitions in core markets and Eastern Europe: Leverage existing structure in core markets with small and midsize bolton acquisitions Large scale acquisitions when appropriate Acquisitions in Eastern Europe to increase footprint Focus on targets in 3 directions: Expansion of geographic reach Extension of customer base Extension of product portfolio Focus on targets at attractive valuations: EV/EBITDA multiple between 4x and 5x for smaller acquisitions EV/EBITDA multiple between 5x and 6x for midsize and large scale acquisitions Accretive growth Focus on targets with significant synergy and scale effects: Stronger purchasing power Streamlining operations and processes, integrating IT Integration of STAR 18

19 Efficient acquisition process Approach Existing local contacts to competitors Proactive contact via M&A advisors External contacts (seller, M&A advisors, banks, etc.) Process run by Selection of acquisition targets Targets must fulfil acquisition criteria Handling of acquisition projects Depending on size and complexity of the deal and experience of the country management the process is either run locally or led by the headquarters Duration of the projects between 3 to 6 months (first contact to completion) Due diligence is focussed on the areas of finance, sales/ marketing, logistics/distribution/stocks, personnel and legal/tax/environmental Complexity of the project Country Organization Joint effort Size of the project Group 19

20 2 Organic growth and expansion into new markets Status quo Expanded businesses in Eastern Europe: Acquisition of Metalsnab in Bulgaria Organic growth through Greenfield approach, e.g. South of Poland and Romania Evaluation of market entry in other countries Next steps Expansion of strong market positions in core markets: Selective extension of product range Increase valueadded services through investments in new processing capacity Further acquisitions and opening of new branches in Eastern Europe Strategy Leveraging existing distribution network Benefits Sustainable profitable growth 20

21 3 STAR: Status quo Q3/9M 2007 and next steps Status quo Next steps Purchasing Additional frame contracts with main suppliers Extended global sourcing for third party countries Implementation of new organization in Germany (January 1, 2007) almost completed Implementation of a software supporting sales and stock management Establish European sourcing (STAR Phase II) Increase sourcing from worldclass suppliers with structural cost advantages Implement unified article codes Distribution network Improved performance as a result of restructured distribution network (warehouses) Start of rollout of the optimization tool ProDacapo (activity based costing) in Spain, UK, France and Eastern European Countries Further structural measures and continuous improvement of distribution network supported by ProDacapo (with a focus on ES, F and UK) to increase average EBITDA margins and reduce NWC funding requirements Finalize implementation of SAP throughout the European organization (France, Switzerland) and interface SAP with ProDacapo 21

22 STAR: Phase I finalized in 2008, further potential in phase II Overall targets: Phase I ( ) Central purchasing on country level, especially in Germany Improvement of distribution network Improvement of inventory management Overall targets: Phase II (2008 onwards) European Sourcing Ongoing improvement of distribution network Upside potential 2006: ~ 20 million (9M 2007 ~ 39 million) 2007: ~ 40 million 2008: ~ 20 million ~ 80 million Upside potential 2008 ~ 10 million 2009: ~ 30 million 2010: ~ 20 million ~ 60 million 22

24 Klöckner & Co at a glance Producer Products: Services: Klöckner & Co Customer Construction: Structural Steelwork Building and civil engineering Klöckner & Co highlights Leading producerindependent steel and metal distributor in the European and North American markets combined Distribution network with approx. 250 warehouses in Europe and North America About 10,000 employees Key financials FY 2006 Sales: 5,532 million EBITDA: 395 million Machinery/ Mechanical Engineering Others: Automotive Metal products/ goods, installation Durable goods etc. 24

25 Distributor in the sweet spot Suppliers Sourcing Products and services Logistics/ Distribution Customers Purchase volume p.a. of 6 million tons Diversified set of worldwide approx. 70 suppliers Examples: Global Sourcing in competitive sizes Strategic partnerships Frame contracts Leverage one supplier against the other No speculative trading Onestopshop with wide product range of highquality products Value added processing services Quality assurance Efficient inventory management Local presence Tailormade logistics including ontime delivery within 24 hours > 200,000 customers No customer with more than 1% of sales Average order size of 2,000 Wide range of industries and markets Service more important than price Global suppliers Klöckner & Co s value chain Local customers 25

26 Global reach with broad product and customer diversification About 250 locations LT CDN IRL GB F NL B D CH A CZ PL RO CN USA E BU CDN USA 5 Locations 28 Locations D F CH E 25 Locations 76 Locations 31 Locations 48 Locations GB IRL NL Eastern Europe 25 Locations 1 Location 7 Locations 11 Locations 26

27 Global reach with broad product and customer diversification Sales split by industry* Sales split by markets* Sales split by product* Other 35% 5% 20% Machinery/ Manufacturing Construction 40% Eastern Europe GB USA 13% 1% 9% Automotive 6% Netherlands 10% Spain Canada 4% 13% Switzerland 23% 21% Germany/ Austria France/ Belgium Other Products Aluminum 8% Special and 10% Quality Steel 9% Tubes 14% 31% 28% Steelflat Products Steellong Products *as of 2006 *as of November 2007 *as of

28 Strong position in Europe; Acquisition of Primary significantly improved position in NA Other milltied distributors ~ 15 25% ~ 45 55% Structure: Size in value: Companies: Other independents Europe (2006) 11% ArcelorMittal (Distribution approx. 5%) 8% 7% 4% 67% through distribution, service centers ~ 70 90bn ~3,000 few milltied, most independent Source: EuroMetal, company reports, own estimates ThyssenKrupp Klöckner & Co Corus 72.5% Other Structure: Size in value: Companies: North America (2006) Ryerson 4.7% 4.5% Reliance Steel 2.5% Source: Purchasing Magazine (May 2007) ThyssenKrupp Materials NA 2.1% 1.8% Samuel, Son & Co 1.8% Russel Metals O'Neal Steel Metals Namasco USA with Primary Macapprox. 1.4% Steel McJunkin Worthington Steel PNA Group Namasco 1.0% (Klöckner & Co) AM Castle Carpenter Technology Olympic Steel 1.4% 1.4% 1.3% 1.3% 1.2% 0.9% 0.9% 0.8% 5060% through distribution, service centers ~ 100bn ~1,300 only independent distributors 28

30 Appendix Table of contents Financial calendar 2008 and contact details Quarterly results and FY results 2006/2005 Debt facilities Steel cycle and EBITDA/cash flow relationship Current shareholder structure 30

31 Financial calendar 2008 and contact details Financial calendar 2008 April 1: May 15: June 20: August 14: November 14: Full Year Results 2007 Q1 Interim Report Annual General Meeting Q2 Interim Report Q3 Interim Report Contact details Investor Relations Claudia Nickolaus, Head of IR Phone: Fax: Internet: 31

32 Quarterly results and FY results 2006/2005 ( m) Q Q Q Q Q Q Q FY 2006 FY 2005* Volume (Ttons) 1,601 1,663 1,629 1,453 1,467 1,605 1,601 6,127 5,868 Sales 1,583 1,650 1,550 1,398 1,394 1,418 1,323 5,532 4,964 Gross profit , % margin EBITDA % margin EBIT Financial result Income before taxes Income taxes Minority interests Net income EPS (in ) Diluted EPS (in ) 0.78 * Proforma consolidated figures for FY 2005, without release of negative goodwill of 139 million and without transaction costs of 39 million, without restructuring expenses of 17 million (incurred Q4) and without activity disposal of 1,9 million (incurred Q4). 32

33 Debt facilities ( m) Old debt structure Change in debt structure New debt structure ABS Europe ABS USA Total Syndicated loan Bilateral credit agreements Total senior bank facilities Convertible bond High yield bond Total facilities 1, ,815 33

34 Steel cycle and EBITDA/cash flow relationship ( m) 1 Margin Windfall profits Margin Theoretical relationship* 2 Steel price Cost of material Cash flow *Assuming stable inventory volumes Sales EBITDA Windfall losses Comments Klöckner & Co buys and sells products at spot prices generally Sales increase as a function of the steel price inflation environment Cost of material are based on an average cost method for inventory and therefore lag the steel price increase This time lag creates accounting windfall profits (windfall losses in a decreasing steel price environment) inflating (deflating) EBITDA Assuming stable inventory volume cash flow is impacted by higher NWC needs The windfall profits (losses) are mirrored by inventory book value increases (decreases) 34

35 Current shareholder structure Geographical breakdown of identified institutional investors Comments 21% Germany Identified institutional investors account for 76% US based investors dominate US 47% 14% United Kingdom Top 10 individual shareholdings represent around 53% 8% Rest of Europe 5% 6% France Switzerland Rest of World < 1% (geographical breakdown) Retail share 11% Source: Survey Thomson Financial (as of Nov. 07) 35

36 Our symbol the ears attentive to customer needs the eyes looking forward to new developments the nose sniffing out opportunities to improve performance the ball symbolic of our role to fetch and carry for our customers the legs always moving fast to keep up with the demands of the customers 36

37 Disclaimer This presentation contains forwardlooking statements. These statements use words like "believes, "assumes," "expects" or similar formulations. Various known and unknown risks, uncertainties and other factors could lead to material differences between the actual future results, financial situation, development or performance of our company and those either expressed or implied by these statements. These factors include, among other things: Downturns in the business cycle of the industries in which we compete; Increases in the prices of our raw materials, especially if we are unable to pass these costs along to customers; Fluctuation in international currency exchange rates as well as changes in the general economic climate and other factors identified in this presentation. In view of these uncertainties, we caution you not to place undue reliance on these forwardlooking statements. We assume no liability whatsoever to update these forwardlooking statements or to conform them to future events or developments. 37