Carlisle Companies Inc.

Transcription

1 Carlisle Companies Inc. David A. Roberts Chairman and CEO D. Christian Koch President and COO Steven J. Ford Vice President and CFO November 204

2 Forward Looking Statements This presentation contains forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 995. Forward-looking statements generally use words such as expect, foresee, anticipate, believe, project, should, estimate, will, plans, forecast and similar expressions, and reflect our expectations concerning the future. It is possible that our future performance may differ materially from current expectations expressed in these forward-looking statements, due to a variety of factors such as: increasing price and product/service competition by foreign and domestic competitors, including new entrants; technological developments and changes; the ability to continue to introduce competitive new products and services on a timely, costeffective basis; our mix of products/services; increases in raw material costs which cannot be recovered in product pricing; domestic and foreign governmental and public policy changes including environmental regulations; threats associated with and efforts to combat terrorism; protection and validity of patent and other intellectual property rights; the successful integration and identification of our strategic acquisitions; the cyclical nature of our businesses; and the outcome of pending and future litigation and governmental proceedings. In addition, such statements could be affected by general industry and market conditions and growth rates, the condition of the financial and credit markets, and general domestic and international economic conditions including interest rate and currency exchange rate fluctuations. Further, any conflict in the international arena may adversely affect general market conditions and our future performance. We refer you to the documents we file from time to time with the Securities and Exchange Commission, such as our reports on Form 0-K, Form 0-Q and Form 8-K, for a discussion of these and other risks and uncertainties that could cause our actual results to differ materially from our current expectations and from the forward-looking statements contained in this press release. We undertake no obligation to update any forward-looking statement. Use of Non-GAAP Financial Measures Return on invested capital (ROIC) is not a measure of financial performance under GAAP. Certain ratios are calculated in accordance with the Company s Revolving Credit Facility. Earnings before Interest, Income Taxes, Depreciation and Amortization (EBITDA), Net Debt, Net Debt to EBITDA ratio, EBITDA to Interest ratio and Net Debt to Capital ratio are not measures of financial performance under GAAP. Reconciliations to the most directly comparable GAAP financial measures are available in the Appendix to this presentation and on our Company website. 2

3 Carlisle in Businesses US centric with less than 0% of goods sold globally EBIT Margins 0% Working Capital 25% Excludes $47 million from the gain on the sale of Icopal 3

4 Carlisle in 2007 Power Transmission Products, Inc. Carlisle Tire & Wheel Company Motion Control Industries, Inc. 4

5 Strategy Formulation & Implementation Established 5, 5, 30, 5, 5 strategy $5 billion in sales 5% EBIT margins 30% of revenue outside US 5% ROIC 5% working capital as a % of sales Identified core businesses then sold five non-core smaller, lower margin businesses Implemented COS based on Lean and Six Sigma improving cost approximately $20 million per year through improvements in business processes Acquired Strength, Breadth, Global Presence CCM Established a European footprint CIT Created global interconnect franchise CBF Expanded into wet friction products CFS Doubled profitability CFT Creating a new growth pillar 5

6 COS Results: Doubled Sales from $.6B in 2009 to $2.9B in 203 Increased EBIT Margins over 300 basis points from 9.4% to 2.5% Doubled % sales outside the US from 2% to 23% and Quadrupled Dollars Maintained ROIC in acquisitive environment ranging from % to 4% Improved Working Capital as % of Sales 400 basis points from 22.7% to 8.7% See the appendix for description of how this non-gaap measurement is calculated 6

7 Transformation of Carlisle Divestiture of smaller non-core businesses Introduction of COS Acquisition of Hawk Wet Friction Business Acquisition of Acquisition of European Construction Various Aerospace Materials EPDM Companies Businesses Divestiture of CTP Acquisition of Medical Cabling Company Acquisition of Liquid Finishing Business Subject to regulatory approval 7

8 Acquired Growth Committed $2.3 billion to acquisitions since Sought engineered products to improve margin profile Globalized the business with each acquisition Provided scale for CBF and CIT Added a new growth platform Subject to regulatory approval 8

9 Organic Growth Invested ~$500 million in Capital Expenditures and R&D spending since 2008 New Polyiso plant in Washington Relocated NY Polyiso plant New PVC plant in Illinois New TPO Plant in Pennsylvania Developed and acquired medical products Implemented SAP Building new plant in Nogales, Mexico to serve recent large aerospace contract Developing carbon brake technology Consolidating US plants Expanded Italian plant 9

10 Carlisle in 204 Subject to regulatory approval 0

11 Vision for Creating Value. CapEx + Acquisitions Consistent growth 2. Consistent Dividend Payout Stable and valuable company 3. Flexible Repurchase Program Agile Cash Deployment Shareholder Value is created by a strategy where organic growth is at the core, supported by acquisitions to add scale Enhanced by consistent dividend payout and flexible share repurchase program

12 204 September LTM Sales Prior to LHi & CFT Acquisitions Construction Materials 6% FoodService Products 8% Brake & Friction % Construction Materials 54% Post Acquisitions Fluid Technologies 8% FoodService Products 7% Sales $3. Billion Interconnect Technologies 20% Sales $3.5 Billion Brake & Friction 0% Interconnect Technologies 2% 2

13 Carlisle Construction Materials Waterproofing 9% Residential 6% Sales Profile Aftermarket International Sales $.9 Billion 75% 4% 2003 LTM CAGR Sales $579M $.9B 3% EBIT $ $77M $277M 4% EBIT % 3.3% 4.5% Commercial 85% Long-Term Expectations Sales Growth High single digits EBIT Margin 5%+ 3

14 Carlisle Interconnect Technologies Other 3% Military 9% Sales Profile Aftermarket International Sales $620 Million Commercial Aerospace 78% 3% 39% 2003 LTM CAGR Sales $7M $62M 24% EBIT $ $4M $23M 4% EBIT % 5.8% 9.8% Long-Term Expectations Sales Growth High single digits EBIT Margin ~20% 4

15 Carlisle Brake & Friction On-highway 7% Other Industrial 9% Agriculture 2% Sales Profile Aftermarket International 35% 52% Aerospace 4% Sales $360 Million Mining 6% 2003 LTM CAGR Sales $42M $360M 24% EBIT $ $6M $3M 8% EBIT % 5.4% 8.6% Long-Term Expectations Construction 33% Sales Growth EBIT Margin High single over cycle Cyclical - 20% peak 5

16 Carlisle FoodService Products Jan/San 3% Sales Profile Aftermarket International Sales $245 Million 85% 9% 2003 LTM CAGR Sales $39M $245M 6% EBIT $ $5M $3M 7% EBIT %.% 2.5% Foodservice 56% Healthcare 3% Long-Term Expectations Sales Growth Mid single digits EBIT Margin 3-5% 6

17 Carlisle Fluid Technologies Wood 7% Protective Coating 5% Specialty 3% General Industry 37% Sales Profile Aftermarket International Sales $275 Million 45% 53% Auto Refinishing 24% Transportation 24% 7

18 Pro-Forma Capitalization Senior Note $50M 6.25% Debt Maturity Schedule Senior Note $250M 5.25% Senior Note $350M 3.75% Acquired LHi ($95M) Liquid Finishing Brands ($590M) Funding with cash on hand $600M available under revolver post acquisitions Debt to Cap ratio of 25% 8

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20 Appendix 20

21 Reconciliation of GAAP to Non-GAAP Measures Return on Invested Capital (ROIC) Return on invested capital ( ROIC ) is not a measure of financial performance under generally accepted accounting principles ( GAAP ) and may not be defined and calculated by other companies in the same manner. ROIC should be considered supplemental to and not a substitute for financial information prepared in accordance with GAAP. We consider ROIC to be a meaningful indicator of how effectively and efficiently we use invested capital in our business. The following table reconciles ROIC to amounts calculated in accordance with GAAP. ROIC ($ in millions) Net income from continuing operations as reported $ 4.6 $ 07.9 $ 72.0 $ $ Add back: Net Interest Expense (after-tax) Adjusted net income from continuing operations $ 2.3 $ 3.2 $ 86.7 $ $ 259. Total Debt $ 56. $ 474. $ $ $ 75.0 Less: Cash (96.3) (89.4) (74.7) (2.5) (754.5) Total Shareholders' Equity,28.6,340.7,500.,788.,986. Less: Net Assets & Liabilities Held for Sale (45.5) (480.6) (520.7) (45.0) (0.3) Total Invested Capital $ $,244.7 $,667. $,976.9 $,982.3 Average Invested Capital 2 $ $,035.8 $,455.9 $,822.0 $,979.6 Return on Invested Capital 4.2% 0.9% 2.8% 3.5% 3.% On a reported basis for the twelve months ended December 3, 2009, 200, 20, 202 and 203, our effective tax rate was 23.4%, 35.%, 29.8%, 34.0% and 29.8%, respectively. 2 Average invested capital is calculated by taking the sum of the prior year-end Total Invested Capital balance and the current year-end Total Invested Capital balance and dividing by two. 2

22 Reconciliation of GAAP to Non-GAAP Measures Leverage Ratios under Credit Agreement LTM ($ in Millions except for Ratios) Sep. 30 '4 Net income $268 Income tax expense (continuing and discontinued) 08 Interest expense 34 Depreciation 64 Amortization 36 Non-cash stock based compensation expense 2 Pro forma effect to Divestiture (3) EBITDA per Revolving Credit Agreement $59 Short term debt including current maturities $0 Long term debt 75 Total Debt $75 Less: Cash in excess of $5 790 Debt per Revolving Credit Agreement (39) Net Debt to EBITDA EBITDA to Interest -0. x 5.3 x If the outstanding balance on the revolving credit facility is $0, Cash in excess of $5 million is deducted from Debt Net Debt to Capital Ratio ($ in Millions except for Ratios) Capital Total Debt $75 Net Debt (54) Less: Cash 805 Total shareholders' equity 2,5 Net Debt (54) Total Capital (Net of Cash) 2,097 Net Debt to Capital -3% 22

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