EBITDA Profit Growth Strategy for 2014

Transcription

1 Preliminary full-year results 2014 (unaudited) 3 March 2015 Pepyn Dinandt (CEO) and Matthew Russell (CFO)

2 Important Notice All numbers for full year 2014 on a preliminary basis Audited full year financial report to be published on 31 March figures restated due to first-time application of IFRS 11 Please also note the full disclaimer on page 34 of this presentation Page 2

3 Contents Highlights and key figures Top Line Growth / Go4ProcessExcellence Operating results 2014 First Outlook 2015 Page 3

4 2014 at a glance

5 Top Line Growth (TLG) programme started, with the aim of achieving above-market growth Sales & marketing improvement Continuous improvement of our sales & marketing capabilities and roll-out of sales & marketing best practices from one country to another Service development Expansion of our service portfolio, with the aim of reinforcing our position as an easy-to-do-business with manufacturer New product introduction Targeted additions and adjustments to our product portfolio, to maintain our innovative edge and our high product quality Bolt-on M&A and scope expansion 1 Focus on capital allocation as engine to drive TLG Adhere to strict cost discipline Financially disciplined, bolt-on M&A transactions, when right opportunities arise Targeted expansion of our geographical scope in or into growing, attractive markets Further investments in components business to grow share of existing business and to develop adjacencies Optimisation of asset base aligned with defined strategy Focus on areas of excellence Ensuring financial flexibility to seize opportunities (deleveraging and strong cash generation) Strict focus on profitability and cash generation Operational adjustments in line with market development Further improvements of lean processes 1. Scope expansion by entering new countries with local production or exports, or by building new plants to increase penetration in existing, growing markets Page 5

6 Sales & marketing improvement Sales & Marketing Improvements Margin optimisation on a client specific basis with new KPI tools More sophisticated account planning to strengthen relationships with direct merchants Improvement of mix and number of visits and trainings for key decision makers such as roofers, architects and builders Revamp of Customer Centres to better address customer needs Introduction of online services such as catalogue apps in first markets Page 6

7 Service development Year of Service in Italy Workstream Actions Expected results YoS 1 Service at yards YoS 2 Stock-outs measurement YoS 3 Quality of Packaging YoS 4 Behaviour of yard & Customer Centre YoS 5 Factory image Review opening time Redesign loading areas & itineraries Monitor and report stock-outs Inform customers in advance of potential stock-outs (SMS) Redesign packaging of tiles to improve performance and image Training on customer orientation for Yard Managers and Customer Centre personnel Review image of plants (C.I.) Introduce checklist for plant managers and perform FIR Speed up loading operations, improve customer experience Allow better planning of pick-ups and avoid loss of time when loading Reduce breakages, improve image at merchants yards and during transportation Improve behaviour and response of customers first interfaces Improve customer experience when accessing or visiting plants Page 7

8 New product introduction Product description WrapTec WrapTec is a new sealing application for heating, ventilation and air condition (HVAC) systems, based on Wakaflex. It s a unique substitute for aluminum claddings, much easier and faster to install due to its self-welding effect. Further the self-welding provides an absolute water/ humidity tight sealing where the aluminum cladding is only seamed. European market for HVAC claddings and other sealings is currently estimated to be at least EUR 300 million. First sizeable revenue and EBITDA contributions of WrapTec are expected from Traditional use of Wakaflex HVAC pipes sealed with WrapTec Page 8

9 Bolt-on M&A and scope expansion 1 Second concrete tile plant started operation in Western India Nashik Doubling production capacity and geographic reach to support future growth Revenues from second plant expected to grow over time from ~ EUR 1 million in 2015 to ~ EUR 4 million in 2018 EBITDA margin above Group level expected Q start of Construction Sep 2014 start of Production mid-oct 2014 start of Sales Capex of approx. EUR 5 million (2012 to 2014) Concrete tiles are a niche product in India s pitched roof market Outstanding volume growth in this segment of the market with an expected CAGR above 20% in the coming years Strengthening leading market position of Monier India in concrete tiles Page 9

10 Bolt-on M&A and scope expansion 1 Further growth potential by entering two of Europe s most interesting recovery markets Strong operational footprint... 6 well-invested plants with 8 lines and a utilisation rate of around 40%... in a market bound for recovery... Residential construction in Spain and Portugal, % change in real terms, based on million euro at 2013 prices with additional synergies from components and exports e 2015e 2016e -6 Source: EUROCONSTRUCT, June Spain 1 Portugal Increase in quality of installation and more use of roofing components Increasing regulation and subsidies to energy efficiency in renovation Proven excellence in export business Exporting to more than 50 countries worldwide Both Cobert companies with leading market positions Lean business due to right-sizing over the last couple of years Further top line and profitability initiatives already in place Page 10

11 Bolt-on M&A and scope expansion 1 Strategic acquisition for an attractive price Revenue growth to be driven by moderate market recovery and growing exports Earnings growth based on operating leverage, synergies from components sales and further efficiency improvements until 2017 No restructuring needed, no non-recurring expenses expected Cash consideration of EUR 26.5 million incl. inter-company loans Interest-free external liabilities of EUR 1.4 million Equity portion of disposed stake EUR 1.7 million (w/o synergies) EV / EBITDA 2015e (w/o synergies) on long-term industry average of around 6.5x Incl. expected synergies (3 years) EV / EBITDA 2015e at around 5.0x in EUR m 2013A 2014e 2015e (w/o synergies) expected synergies (in 3 years) mid-term targets Potential in normalised markets Revenues 32.1 ~ 35 ~ 38 EBITDA 0.4 ~ 3.5 ~ high single-digit growth CAGR EBITDA margin increase towards current Group level EUR > 50 m EUR > 10 m Acquisition of Cobert (Spain, Portugal) was closed on 15 January, Page 11

12 Bolt-on M&A and scope expansion 1 Stringent approach to M&A Braas Monier follows a stringent approach to M&A that always applies: 1. We only buy, what we understand and know customers, markets, technologies. 2. Any transaction has to be value accretive and thus create clear shareholder value through a combination of an attractive valuation and synergies. 3. We are mindful that we operate in a cyclical environment, which has a direct implication on the valuation multiples. 4. We imply a stringent internal hurdle rate for any transactions that we contemplate. Any potential acquisition has to deliver a significant premium over our weighted average cost of capital. 5. We remain committed to deleveraging. Any transactions that we contemplate, need to have such a strong cash flow profile, that we stay within the context of our goal, which is to be below 2 times on net debt to EBITDA. 6. We will not consider issuing new capital to finance any acquisitions. Page 12

13 Bolt-on M&A and scope expansion 1 Investing in future growth Project Pipeline for Strategic & Expansion Capex: (main projects) Moving one plant in China inland to profit from regional growth Expanding production capacity in Indonesia Increasing capacity in Germany for Eastern European exports Development of innovative light weight tile Increasing components offer with new coating line Capex requirements: (in addition to sustaining Capex) Approximately EUR 8 million (net) in 2015 Will drive further revenue and EBITDA growth Page 13

14 Go4ProcessExcellence initiated: Four main pillars with "Factory" as key module Office Optimize admin processes by applying CI principles in services environment 1 3 Factory Optimize processes via comprehensive enablement of CI manufacturing methods Sales Logistics Drive sales force effectiveness by applying CI principles 2 4 Optimize inbound and outbound logistics processes by applying CI principles Page 14

15 What do we want to achieve and how do we get there? Go4PE objective What do we want to achieve? Go4PE elements What are the elements that get us there? Braas Monier Production System Sustainable improvement of plant performance Safety, lower unit costs, improved quality Braas Monier Training Toolkit (based on BM Production System) KPI's and tracking concept/tool Key question It is a programme to achieve sustainable cultural change in the plant early involvement of plant personnel critical Page 15

16 Contents Highlights and key figures Top Line Growth / Go4ProcessExcellence Operating results 2014 First Outlook 2015 Page 16

17 Excellent operating performance 2014 Significant increase in Operating EBITDA by 23.3% to EUR million Strong EBITDA margin improvement from 13.0% to 16.1% Positive Net Profit of EUR 39.8 m, an increase more than EUR 100 million against 2013 Adjusted Free Cash Flow of EUR 89.0 m before one-time effects of EUR 69.4 m Net debt to Operating EBITDA ratio continues to decline to 1.7x (prior year: 2.8x) Dividend to be initiated at EUR 0.30 per share, underpinned by solid operational and financial performance Page 17

18 Western Europe (EUR million) Q Q Change Change FY 2014 FY 2013 Change Change (L-f-L) (L-f-L) Revenues % -2.1% % 3.0% Operating EBITDA % 54.0% % 52.8% in % of revenues 13.9% 8.8% 14.2% 9.6% EBIT % >100% Q Q Change FY 2014 FY 2013 Change Volumes sold tiles (in msqm) % % Employees as of period ended 1,303 1, % 1,303 1, % Very strong growth in the UK driven by higher volumes and increased price levels Continued weakness of new build segment in France Operating EBITDA margin lifted strongly due to high operational leverage on volume growth combined with strict cost control, especially in France Operating EBITDA improved significantly by more than 50% Page 18

19 Central, Northern & Eastern Europe (EUR million) Q Q Change Change FY 2014 FY 2013 Change Change (L-f-L) (L-f-L) Revenues % -4.6% % 1.3% Operating EBITDA % 2.7% % 23.3% in % of revenues 16.5% 15.2% 16.9% 13.8% EBIT % % Q Q Change FY 2014 FY 2013 Change Volumes sold tiles (in msqm) % % Employees as of period ended 1,513 1, % 1,513 1, % Germany slowed down significantly after an excellent start into the year Poland with ongoing positive momentum Stable revenues in Nordics & Baltics Negative currency effects of EUR 6.2 million Improved Operating EBITDA margin due to cost reductions (mainly fixed costs of production) and efficiency gains Page 19

20 Southern Europe (EUR million) Q Q Change Change FY 2014 FY 2013 Change Change (L-f-L) (L-f-L) Revenues % -5.7% % -5.4% Operating EBITDA % 20.3% % 19.9% in % of revenues 17.1% 13.4% 18.3% 14.5% EBIT >-100% >100% Q Q Change FY 2014 FY 2013 Change Volumes sold tiles (in msqm) % % Employees as of period ended 994 1, % 994 1, % Italy with sharp drop in revenues based on volume decline Average selling prices improved in all parts of the region Negative currency exchange effects of EUR 3.5 million Operating EBITDA improvement on the back of strict cost management and successful restructuring despite challenging markets Spain / Portugal to be included in this segment from 2015 Page 20

21 Asia & Africa (EUR million) Q Q Change Change FY 2014 FY 2013 Change Change (L-f-L) (L-f-L) Revenues % 4.3% % 5.6% Operating EBITDA % 16.7% % 11.6% in % of revenues 22.2% 20.1% 17.9% 16.8% EBIT % % Q Q Change FY 2014 FY 2013 Change Volumes sold tiles (in msqm) % % Employees as of period ended 1,906 1, % 1,906 1, % Strong increase in revenues in local currency, especially in China, Indonesia and South Africa Strong negative currency effect in the first three quarters of 2014 reversed to some degree in Q4 Scope expansion in India positively contributed a small amount to revenues starting from mid-october 2014 Operating EBITDA growth based on higher volumes, average selling prices and strong components business South Africa Page 21

22 Chimneys & Energy Systems (EUR million) Q Q Change Change FY 2014 FY 2013 Change Change (L-f-L) (L-f-L) Revenues % -6.4% % -3.8% Operating EBITDA % 7.3% % 9.0% in % of revenues 12.5% 10.9% 14.3% 12.7% EBIT >100% >100% Q Q Change FY 2014 FY 2013 Change Chimneys sold (in tkm) % % Employees as of period ended 1,174 1, % 1,174 1, % Germany weakened after a weather-related strong start, declines in Italy and France due to macro environment Ukrainian crisis weighted on consumer confidence, especially in Eastern European countries. Growth continued in the UK and also in Russia Strong cost discipline, particularly in SG&A costs, led to an increase in Operating EBITDA Page 22

23 Central Products & Services (EUR million) Q Q Change Change FY 2014 FY 2013 Change Change (L-f-L) (L-f-L) Revenues % -15.8% % -3.1% Operating EBITDA (1) >-100% >-100% % 7.0% in % of revenues -12.6% -1.8% -3.0% -3.0% EBIT % % Q Q Change FY 2014 FY 2013 Change Volumes sold tiles (in msqm) n/a n/a n/a n/a n/a n/a Employees as of period ended % % Revenues mainly result from components produced centrally and sold to other segments Revenues in the components business decline due to lower stocks at distributors in anticipation of lower sales and weaker demand in individual markets Components business stand alone with healthy Operating EBITDA margin PICTURE (Factory) Page 23

24 Financial profile significantly improved Refinancing in April with better terms Senior Secured Floating Rate Note of EUR 315 million (Euribor + 500bps) Term Loan B of EUR 250 million (Euribor bps) Paydown of ~ EUR 100 million from existing funds IPO in June One of the largest in Germany this year Primary Issuance of EUR 100 million Prepayment of debt in July EUR 50 million Term Loan B EUR 40 million Revolving Credit Facility Financial leverage significantly reduced 1.7x times net debt / Operating EBITDA (2.8x times at the end of 2013) At 1.8x incl. the acquisition of Cobert on a pro-forma basis Operating EBITDA / net interest expense at 5.2x times (2013: 5.6x times) Acquisition of Cobert (Spain, Portugal) was closed on 15 January, Page 24

25 Cash Net Debt Gross debt Leverage Significant reduction in financial leverage m (1) m Sep Dec Mar Jun Dec (2) Dec 14 PF ,2 x Sep 13 m ,8 x Dec ,8 x Mar ,3 x ,7 x Jun 14 Dec ,8 x (2) Dec 14 PF 364 Sep 13 Dec 13 Mar 14 Jun 14 Dec 14 (2) Dec 14 PF Cash Bonds Term Loan RCF Other Net debt Sep 13 Dec 13 Mar 14 Jun 14 Dec 14 (2) Dec 14 PF (1) Gross debt includes capitalised finance fees, financial leases, other short-term loans and excludes accrued interest (2) Pro-forma the acquisition of Cobert (Spain, Portugal). Transaction was closed on 15 January, Page 25

26 P&L Summary consolidated income statement (EUR million) Q Q (1) (1) Revenues , ,219.1 Operating EBITDA in % of revenue 15.5% 13.4% 16.1% 13.0% Depreciation and amortisation Result from associates Operating income Non-operating result Earnings before interest and taxes (EBIT) Finance result Earnings before taxes (EBT) Income taxes Profit (loss) for the period Minorities Group share of profit (1) restated values according to IFRS 11 change Page 26

27 Cash flow Summary consolidated cash flow statement (EUR million) Q Q (1) (1) Cash flow Change in provisions Change in working capital Net cash from operating activities Total investments Proceeds from fixed assets disposals Net cash used in investing activities Free cash flow Net change in bond and loans Proceeds from capital increases Dividends paid to parent company Net cash used in financing activities Net change in cash and cash equivalents Effect of exchange rate fluctuations on cash and cash equivalents Change in cash and cash equivalents (1) restated values according to IFRS 11 change Page 27

28 Balance sheet Summary Group balance sheet (EUR million) Assets (1) restated values according to IFRS 11 change Dec 31, 2014 Dec 31, 2013 (1) Intangible assets Property, plant and equipment Financial assets Fixed assets Deferred tax assets Receivables Inventories Cash and cash equivalents Assets held for sale Total assets 1, ,491.8 Equity and liabilities Total equity attributable to the shareholders Non-controlling interests Equity Debt Provisions Deferred tax liabilities Operating liabilities Lliabilities to parent companies Total equity and liabilities 1, ,491.8 Page 28

29 Contents Highlights and key figures Top Line Growth / Go4ProcessExcellence Operating results 2014 First Outlook 2015 Page 29

30 European recovery still expected to come but pick-up in new build postponed Change in EuroConstruct expectations over the last 12 months Forecast for Total Residential Construction rather stable Recovery of New Residential Construction postponed by 1 year Improved performance of Residential Renovation expected Source: EuroConstruct, November 2014 Page 30

31 Revenues expected to grow by a mid-single-digit percentage figure Overall more positive market development expected in 2015 Some volume growth expected in the markets we are active in, barring any extraneous events driven by major geopolitical instability Top Line Growth programme continues to aim for above-market growth and build on the successes of the past year Continuation of existing and addition of new initiatives in 2015 Positive contribution from innovative products such as WrapTec Well positioned for further opportunistic bolt-on M&A Ongoing scope expansion in Asia (e.g. India, China, Indonesia) Cobert adds revenues of approx. EUR 38 million and EBITDA of approx. EUR 5 million Page 31

32 Further growth in profits and cash flow Profit improvement Slight increases in input costs (raw materials and wage inflation) covered by average selling price increases Currently low energy prices might have the potential to ease some variable cost inflation Strict control of fixed costs leads to EBITDA improvement through operating leverage Cash flow improvement Stable ratio of working capital to revenues expected Sustaining Capex of approx. EUR 62 million incl. Cobert, plus approx. EUR 5 million carry-over from 2014 Expected legacy non-recurring cash outs in 2015 approx. EUR 10 million Strong improvement of Free Cash Flow Approx. EUR 8 million (net) to be invested in growth projects in 2015 Page 32

33 Financial calendar and contact information 03 Mar 2015 Full-Year Results (preliminary) for Mar 2015 Publication of the 2014 Annual Report 06 May 2015 First Quarter Results for May 2015 Annual General Meeting, Luxembourg 05 Aug 2015 Half-Year and Second Quarter Results for Nov 2015 Nine-Month and Third Quarter Results for 2015 Contact information Achim Schreck Director Group Communications / Investor Relations Phone: +49 (0) achim.schreck@monier.com Page 33

34 Disclaimer This presentation contains forward-looking statements relating to the business, financial performance and results of Braas Monier Building Group S.A. (the Company ) and/or the industry in which the Company operates. The words "anticipate", "assume", "believe", "estimate", "expect", foresee, "intend", "may", "plan", "project", "should" and similar expressions are used to identify forward-looking statements. Forward-looking statements are statements that are not historical facts; they include statements about the Company s beliefs and expectations and the assumptions underlying them. These statements are based on plans, estimates and projections as they are currently available to the management of the Company. Forwardlooking statements therefore speak only as of the date they are made, and the Company undertakes no obligation to update any of them in light of new information or future events. By their very nature, forward-looking statements involve risks and uncertainties. These statements are based on the Company s management's current expectations and are subject to a number of factors and uncertainties that could cause actual results to differ materially from those described in the forward-looking statements. Actual results may differ from those set forth in the forward-looking statements as a result of various factors (including, but not limited to, future global economic conditions, changed market conditions affecting the automotive industry, intense competition in the markets in which we operate and costs of compliance with applicable laws, regulations and standards, diverse political, legal, economic and other conditions affecting our markets, and other factors beyond our control). This presentation is intended to provide a general overview of the Company s business and does not purport to deal with all aspects and details regarding the Company. Accordingly, neither the Company nor any of its directors, officers, employees or advisers nor any other person makes any representation or warranty, express or implied, as to, and accordingly no reliance should be placed on, the accuracy or completeness of the information contained in the presentation or of the views given or implied. Neither the Company nor any of its directors, officers, employees or advisors nor any other person shall have any liability whatsoever for any errors or omissions or any loss howsoever arising, directly or indirectly, from any use of this information or its contents or otherwise arising in connection therewith. This presentation speaks as of its date and the material contained in this presentation reflects current legislation and the business and financial affairs of the Company which are subject to change and audit. Page 34