Corporate Presentation
June 2016
Corporate Presentation June 2016 Disclaimer This presentation (the - - PowerPoint PPT Presentation
Corporate Presentation June 2016 Disclaimer This presentation (the "Presentation") has been prepared and is issued by, and is the sole responsibility of Telepizza Group, S.A. ( Telepizza" or "the Company"). For the
June 2016
2
This presentation (the "Presentation") has been prepared and is issued by, and is the sole responsibility of Telepizza Group, S.A. (“Telepizza" or "the Company"). For the purposes hereof, the Presentation shall mean and include the slides that follow, any prospective oral presentations of such slides by the Company, as well as any question-and-answer session that may follow that oral presentation and any materials distributed at, or in connection with, any of the above. The information contained in the Presentation has not been independently verified and some of the information is in summary form. No representation or warranty, express or implied, is made by the Company or its affiliates, nor by their directors, officers, employees, representatives or agents as to, and no reliance should be placed on, the fairness, accuracy, completeness or correctness of the information or opinions expressed herein. None of Telepizza, nor their respective directors, officers, employees, representatives or agents shall have any liability whatsoever (in negligence or otherwise) for any direct or consequential loss, damages, costs or prejudices whatsoever arising from the use of the Presentation or its contents or otherwise arising in connection with the Presentation, save with respect to any liability for fraud, and expressly disclaim any and all liability whether direct
misstatements contained in the Presentation. Telepizza cautions that this Presentation contains forward looking statements with respect to the business, financial condition, results of operations, strategy, plans and objectives of the Company. The words "believe", "expect", "anticipate", "intends", "estimate", "forecast", "project", "will", "may", "should" and similar expressions identify forward-looking statements. Other forward-looking statements can be identified from the context in which they are made. While these forward looking statements represent our judgment and future expectations concerning the development of our business, a certain number of risks, uncertainties and other important factors, including those published in our past and future filings and reports, including those with the Spanish Securities and Exchange Commission (“CNMV”) and available to the public both in Telepizza’s website (www.telepizza.com) and in the CNMV’s website (www.cnmv.es), as well as other risk factors currently unknown or not foreseeable, which may be beyond Telepizza’s control, could adversely affect our business and financial performance and cause actual developments and results to differ materially from those implied in the forward-looking statements. There can be no assurance that forward-looking statements will prove to be accurate, as actual results and future events could differ materially from those anticipated in such statements. Accordingly, readers should not place undue reliance on forward-looking statements due to the inherent uncertainty therein. The information contained in the Presentation, including but not limited to forward-looking statements, is provided as of the date hereof and is not intended to give any assurances as to future results. No person is under any
may be subject to change without notice and must not be relied upon for any purpose. This Presentation contains financial information derived from Telepizza’s audited consolidated financial statements for the twelve-month periods ended December 31, 2015 and 2014. In addition, the Presentation contains Telepizza’s unaudited quarterly financial information for 2014, 2015 and 2016 prepared according to internal Telepizza’s criteria as well as other performance measures as of April 2016. Financial information by business segments is prepared according to internal Telepizza’s criteria as a result of which each segment reflects the true nature of its business. These criteria do not follow any particular regulation and can include internal estimates and subjective valuations which could be subject to substantial change should a different methodology be applied. In addition, the Presentation contains certain annual and quarterly alternative performance measures which have not been prepared in accordance with International Financial Reporting Standards, as adopted by the European Union, nor in accordance with any accounting standards, such as “chain sales”, “like-for-like chain sales growth”, “underlying EBITDA” and “digital sales”. These measures have not been audited or reviewed by our auditors nor by independent experts, should not be considered in isolation, do not represent our revenues, margins, results of operations or cash flows for the periods indicated and should not be regarded as alternatives to revenues, cash flows or net income as indicators of operational performance or liquidity. Market and competitive position data in the Presentation have generally been obtained from industry publications and surveys or studies conducted by third-party sources. There are limitations with respect to the availability, accuracy, completeness and comparability of such data. Telepizza has not independently verified such data and can provide no assurance of its accuracy or completeness. Certain statements in the Presentation regarding the market and competitive position data are based on the internal analyses of Telepizza, which involve certain assumptions and estimates. These internal analyses have not been verified by any independent source and there can be no assurance that the assumptions or estimates are accurate. Accordingly, no undue reliance should be placed on any of the industry, market or Telepizza’s competitive position data contained in the Presentation. You may wish to seek independent and professional advice and conduct your own independent investigation and analysis of the information contained in this Presentation and of the business, operations, financial condition, prospects, status and affairs of Telepizza. The Company is not nor can it be held responsible for the use, valuations, opinions, expectations or decisions which might be adopted by third parties following the publication of this Presentation. No one should purchase or subscribe for any securities in the Company on the basis of this Presentation. This Presentation does not constitute or form part of, and should not be construed as, (i) an offer, solicitation or invitation to subscribe for, sell or issue, underwrite or otherwise acquire any securities, nor shall it, or the fact of its communication, form the basis of, or be relied upon in connection with, or act as any inducement to enter into any contract or commitment whatsoever with respect to any securities; or (ii) any form of financial opinion, recommendation or investment advice with respect to any securities. The distribution of this Presentation in certain jurisdictions may be restricted by law. Recipients of this Presentation should inform themselves about and observe such restrictions. Telepizza disclaims any liability for the distribution of this Presentation by any of its recipients. By receiving or accessing to this Presentation you accept and agree to be bound by the foregoing terms, conditions and restrictions.
3 4,2% 4,1% 6,1% 6,9% 6,1% 10,7% 9,0% 7,5% 2,9% 1,5% 3,4% 4,8% 3,5% 7,4% 6,2% 5,3% 2Q14 3Q14 4Q14 1Q15 2Q15 3Q15 4Q15 1Q16 Constant currency LfL growth
1,313 stores globally
(66% franchised / 34% owned) as of Q1 16
Leading pizza delivery
player in its core markets Digital delivery sales of
c.33% €498m in LTM chain sales as
5.6% LTM LfL chain sales
growth as of Q116
€60m Underlying LTM
EBITDA as of Q1 16
Key facts Strong chain sales growth momentum
The largest non-US pizza delivery company worldwide c.18% Underlying LTM
EBITDA margin as of Q1 16
Market leader in core markets Geographic breakdown (2015)
53% 51% 16% 52% 33% 1 1 2 1 1 Market position Europe Latin America Spain Portugal Poland Chile Colombia Store network Chain sales Underlying EBITDA Spain Rest of Europe Latin America Master franchises and Others 49% 17% 22% 12% 66% 15% 16% 3% 65% 13% 15% 7%
4 68 236 561 580 640 632 628 624 630 621 630 644 642 14 51 315 369 433 460 563 602 631 609 638 667 671 2 82 287 876 949 1.073 1.092 1.191 1.226 1.261 1.230 1.268 1.311 1.313 1988 1992 1996 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Q1 16
Telepizza has a long history of growth in the Spanish and international markets
# Spanish stores # International stores
Countries entered
Spain (1988) Chile (1992) Poland (1992) Portugal (1992) Colombia (2010)2
Rapid growth in Spain and increased presence in core international markets Focus on operational efficiency in Spain and entry in selected markets Spain recovery fuels new phase of international growth
Guatemala (2004)1 El Salvador (2004)1 UAE (2009) Angola (2014) Russia (2014) Panama (2013) Bolivia (2013) Peru (2011) Ecuador (2012)
Notes: 1. Pollo Campero started operating the Telepizza system in Guatemala in 2002 (prior to signing the master franchise agreement) 2. Operations in Colombia began through the acquisition of Jeno's Pizza
65%
Franchised stores
54% 54% 55% 59% 63% 58% 0% 29% 48% 58% 59% 57% Franchised Stores (%) 66%
Saudi Arabia (2016) UK MF agreement (May-16)
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Global footprint with leadership positions in key markets
Market entry: 1992 Market position1: #1 Telepizza stores (2015): 138
Chile
Market entry: 2010 Market position1: #1 Telepizza stores (2015): 91
Colombia
Market entry: 2011 Market position1: #2 Telepizza stores (2015): 36
Peru
Market entry: 2012 Market position1: #4 Telepizza stores (2015): 19
Ecuador
Market entry: 1988 Market position1: #1 Telepizza stores (2015): 644
Spain
Market entry: 1992 Market position1: #2 Telepizza stores (2015): 121
Poland
Market entry: 1992 Market position1: #1 Telepizza stores (2015): 105
Portugal
Master franchises UAE Guatemala El Salvador Bolivia Panama Russia Angola Saudi Arabia United Kingdom Telepizza stores (2015): 157
Master franchise Telepizza own and franchised stores Telepizza operated production facilities Master franchise production facilities 3rd party warehouses
Note: 1. Market shares calculated as % of Chained Pizza foodservice and based on 2015 Euromonitor total number of stores (if there is a difference between Telepizza’s actual # of stores and Euromonitor’s figures for 2015, Company 2015 figures prevail when calculating market share), except for Spain which is based on market value and according to 2015 NPD data, Ecuador which is company information and Peru, which is calculated based on 2015 Euromonitor number of stores and market share calculated as % of Global Chained Pizza foodservice. In Colombia this includes stores operated under the Jeno's Pizza brand
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Differentiated, vertically integrated and scalable business model
4
Proven digital platform supporting multi-channel strategy
5
Well-seasoned management team
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Major global pizza brand
3
Exposure to positive Spanish macroeconomic fundamentals
2
Favorable secular trends in pizza delivery market 1 Compelling financial profile with multiple growth levers
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7 2,6% 4,5% 5,1%
Real GDP Pizza foodservice Pizza deliveryCAGR (2015–20E)
Favorable trends in pizza delivery
The pizza delivery market is a highly attractive €43bn segment with fast growth
Source: Real GDP: Economist Intelligence Unit (EIU). Market data: Euromonitor Notes: 1. Pizza delivery: Pizza 100% home delivery/takeaway; Chained pizza delivery: Chained pizza 100% home delivery/takeaway 2. CAGR calculations based on y-o-y Euro denominated market values as per Euromonitor methodology
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Universal appeal and easily adaptable to local preferences
Increasing emphasis on convenience Rise in all-day dining and personalization Premiumization and availability of new taste experiences Growing trend of "stay-at-home" culture Well-positioned to benefit from digitalization Resilient throughout economic cycles Strong unit economics and high cash conversion Fragmented global market with significant white space Consumer trends Business model
Global market size (2015) €25.9bn Chained pizza delivery1 €43.3bn Pizza delivery1 GDP
2
Chained pizza delivery outgrows GDP and independent pizza players
8 (0,9)% (0,1)% 0,7% 1,4% 1,9% 2,4% 2,8% 3,2% 3,4% (1,0)% 0,5% 0,6% 1,2% 2,6% 2,9% 4,3% 4,6% 4,4% (5,8)% (1,1)% 0,0% 1,0% 1,2% 2,5% 8,8% 11,4% 16,1% Q1 14 Q2 14 Q3 14 Q4 14 Q1 15 Q2 15 Q3 15 Q4 15 Q116 Spain real GDP Spain QSR Spain delivery market
Delivery outperforms QSR market and other channels when overall macro environment improves
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Source: Real GDP: EIU (except for Q116 data which is from INE). QSR and Delivery market: NPD Notes: 1. Based on INE data for Spanish PIB (Mar-16) 2. UK delivery specialists market figures from NPD
(LTM y-o-y growth) Increase in delivery growth in line with macro recovery (LTM y-o-y growth) Clear outperformance of real GDP growth Significant gap between delivery segment and total QSR market
… has been validated in other markets Impact of macro recovery in Spain …
Delivery already growing faster than in store + take away segments 1,2% 2,2% 2,9% 2,4% 2,8% 1,1% 3,2% 3,6% 4,5% 1,8% 6,9% 7,6% 2012 2013 2014 2015 UK real GDP UK QSR UK delivery market
2
1
9 644 105 121 138 91 53% 1 Telepizza market share1 Market position1 #2 player market share1 #1 player market share1 # stores (2015)
Market leading position in our core markets
Source: Euromonitor (2016), NPD (December 2015). Brand scoring: Toluna 2015 Notes: 1. Market shares calculated as % of Chained Pizza foodservice and based on 2015 Euromonitor total number of stores (if there is a difference between Telepizza’s actual # of stores as of 2015 and Euromonitor’s figures for 2014, Telepizza's 2015 figures prevail when calculating market share), except for Spain which is based on market value and according to 2015 NPD data
15% 51% 1 45%
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Europe Latin America 16% 2 23% 52% 1 14% 33% 1 21% Main competitor
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Unique consumer understanding and ongoing product innovation allows Telepizza to differentiate itself with a best in class locally adapted menu offering
3
Pizza offering adapted to local taste
4 types of dough
6 sauces
4+ types of cheese
20+ ingredients
80% of pizzas offered globally
Homogenous dough production
BBQ (top-seller) Vegetarian Hawaiian Ham & Cheese Pepperoni
Increase average ticket price Avoid veto vote Complete product offering Differentiate Telepizza Drive loyalty and frequency Diversity to drive group consumption
Burgers Pasta Sandwiches Salads Spiro Dog Sides Kebab
Core pizza portfolio Complementary products
Consistent global pizza offering Non-pizza / sides Drinks Desserts Dedicated local adaptations Ongoing product innovation
Notes: 1. Average ticket price increase in the delivery channel on a weekly basis
Innovation to amaze consumers Key benefits
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Adapt to local market demands Increase penetration of catchment areas Capture more moments of consumption Expand into attractive new formats
(malls/mini-stores)
Increase reach of brand
Industrial Logistics Store network 7 logistics warehouses Balanced network with 1,313 locations globally (Q116) Dough Cheese Other ingredients Direct products Equipment 3rd party suppliers 7 dough production facilities in Europe & Latam Strategic partnership with Ornua
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Scale benefits Global sourcing policy Product consistency Long-term supply agreements Frequent and efficient store deliveries Minimized store inventory
By format
451 own stores
(34% of total stores)
862 franchised stores
(66% of total stores) By
ship
Vertically integrated model differentiating Telepizza from our competitors and ensuring higher profitability and product quality
144
Shopping malls
162
Mini- stores
812
Traditional stores
130
In-store concessions
65
Other Takeaway
By channel
Delivery
Eat-In
2 innovation labs (Spain and Chile)
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Master Fran. Organic M&A countries Stores development already consolidated
73% 61% 77% 35% 33% 11% 3% 100% 66% 27% 39% 23% 65% 67% 89% 97% 34%
Spain Portugal Poland Chile Colombia Ecuador Peru Other Total Group Franchised stores Own stores
Store ownership by country (Q1 16)
Local market knowledge and proof of concept
Ability to trial products
Deeper consumer knowledge
Enhanced flexibility and control
Attractive payback
642 109 120 139 91 19 1,313 37 156
451 Own stores
# of stores
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Asset-light business model
Limited reliance on individual franchisees
Long-term contracts
75% former employees (in Spain)
Sourcing from Telepizza 862 Franchised stores
…supported by Telepizza
Operations fully dedicated
Local & regional pricing / promotional policy
Brand and marketing initiatives
"One Stop" sourcing
Store opening and refurbishment support
Global IT platform with integrated CRM
Tactical use of own store and franchisees allows us to control distribution and fully penetrate our markets
Successful franchisee model in more established market… Developing presence in new markets
Source: Company information as of Q1 16
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32% 33% 31%
Notes: 1. Calculated as e-shoppers over total population in each country (excluding people aged 0-14)
78% 76% 66% 65% 37%
The Spanish market has similar levels of internet and smartphone penetration as the UK or the US…
Internet users (per 100 people)
…resulting in significant room for growth in delivery food service as online penetration increases
The Spanish market has all the right attributes to benefit from increasing digital penetration
Source: Internet users: EIU (as of March-2016). Penetration of smartphones: Informa (March-2016), E-commerce sales growth: eMarketer (2015), Delivery food service market data: NPD (2015), e-commerce penetration: Ecommerce Foundation (2015)
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Penetration of smartphones (smartphones as a % of population)
70 89 88 99 79 92 60 110 2012 2013 2014 2015 2016 2017 2018 2019 2020 Spain United Kingdom US 43,4% 96,9% 55,7% 106,3% 47,0% 103,3% 30% 80% 2012 2013 2014 2015 2016 2017 2018 2019 2020 Spain United Kingdom US
2015-19E e-commerce growth
Telepizza digital sales over delivery 44% 42% 33% 57% 47% E-commerce penetration1 (as % of total population, 2015)
33% 37% 31%
E-commerce penetration (%)1
expenditure, higher frequency and increased penetration of innovation
store
awareness
social media presence Digital benefits
14 24% 35% 13% 23%
01/13 07/13 01/14 07/14 01/15 07/15 01/16
Total digital delivery sales as % of delivery sales Total digital sales as % of total chain sales
Increasing share of digital sales
The digital platform is on track to becoming our prime source of consumer orders
Source: Company information
04/16
Digital sales by platform1
Mobile devices are gaining share vs. web PC in terms of digital sales
Source: Company information. Domino’s data extracted from Domino’s UK annual reports Note: 1. Data for Spain based on number of orders 2. Includes app and web responsive 2
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58% 51% 42% 49%
03/15 04/15 05/15 06/15 07/15 08/15 09/15 10/15 11/15 12/15 01/16 02/16 03/16 04/16
Web PC Mobile
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Organizational chart
Maintained market share during Spanish economic crisis with slight increase in 2015 Implementing successful expansion model of
franchise agreements and selective acquisitions Innovation culture Strong digital development Hub structure
Navigated positively through a severe consumption crisis in Spain Refinancing and new capital structure
Pablo Juantegui (7) CEO (x) Years with Telepizza
Stable and robust management team with combined expertise of more than 100 years within the industry
Key achievements in the last 5 years
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Head of HR Mar Romero Joined 1-Mar-16 CFO Igor Albiol (16) Chief Supply Chain Officer Manuel Loring (9) COO Latam Ignacio González Barrajón (22) COO International Expansion Giorgio Minardi (1) CIO Emilio Tovar (6) COO Europe & CMO Fernando Frauca (11)
16 (4,3%) 1,7% 1,1% 3,5% 4,8% 3,0% 9,4% 6,7% 6,9% (0,6%) 2,6% (0,2%) 3,0% 5,2% 3,8% 5,4% 4,0% 4,4% (1,9%) (1,3%) (0,8%) (0,3%) 0,3% 1,3% 1,9% 2,0% 2,3% 0,4% 1,2% 1,7% 2,1% 2,7% 3,2% 3,4% 3,5% 3,4%
Q1 14 Q2 14 Q3 14 Q4 14 Q1 15 Q2 15 Q3 15 Q4 15 Q116Telepizza (Spain) QSR (Spain) Total foodservice (Spain) Spain real GDP
Source: Market data: NPD. Spanish Real GDP: Economist Intelligence Unit
Total foodservice and QSR market value growth vs. Telepizza in Spain (year-on-year)
2014 2015
7
Telepizza is outperforming both the total foodservice and the QSR markets
Q1 14 Q2 14 Q3 14 Q4 14 Q1 15 Q2 15 Q3 15 Q4 15
Ongoing tangible recovery for 8 consecutive quarters 2016 Q116
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Telepizza is well-positioned to take advantage of further LfL growth as well as expansion potential in both existing and new geographies
Multiple potential growth levers
Expansion strategy Organic unit expansion LfL chain sales and revenue growth
Existing markets New markets
Product innovation Increase digital penetration
Store refurbishment and optimization
Incremental opportunity in Spain
Significant expansion potential in core international markets
Increasing share of franchised stores
1 2
Development of own store network
Selective and complementary acquisitions
New master franchise agreements
7
19
Profitable growth in Spain and internationally
16,3 18,9 Q1 15 Q1 16 Group underlying EBITDA
Underlying EBITDA growth evolution (€m)
15.8% 8.1% 39,7 38,1 13,7 19,6 53,4 57,7 FY2014 FY2015 Spain International 81 86 41 42 122 128 Q115 Q116 301 319 150 173 451 492 2014 2015
5.5% 9.1%
Chain sales by segment (€m)
4.6%
LfL growth (%) Actual growth (%)
7.2% 5.2% 5.3% 5.3% 5.2%
Spain International
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c.7%2 Royalties + Marketing
SG&A EBITDA COGS Revenues
Own Stores Sales Supply Sales Royalty & Marketing fees Own Stores Sales Franchised Stores Sales LfL Own Stores New Own Stores LfL Franchised Stores New Franchised Stores Other Revenues3 c.60% Fixed c.40% Variable (% Margin)
Chain sales flow through EBITDA benefiting from significant operating leverage Net revenues impacted by own vs. franchised mix
100% c.35%1 Margin
Chain Sales Revenues to EBITDA bridge
% Margin
Limited
costs associated with Other revenues
Notes: 1. Based on 2015 margin over franchised stores sales excluding Master franchises 2. Based on 2015 margin over franchised stores sales 3. Includes opening or renewal franchise fees, transfer fee and other ancillary services to franchisees and others
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3,4% 2,8% 3,7% 3,7% 6,7% 7,9% 8,7% 6,7% 11,1% 10,5% 11,7% 11,6% 11,6% 13,7% 13,7% 9,7% Q2 14 Q3 14 Q4 14 Q1 15 Q2 15 Q3 15 Q4 15 Q1 16 LfL (excluding MF) Chain sales growth (constant currency) 1,0% (0,2%) 2,3% 4,1% 1,7% 7,2% 5,6% 5,2% 1,7% 1,1% 3,4% 4,7% 3,3% 9,1% 6,5% 6,4% Q2 14 Q3 14 Q4 14 Q1 15 Q2 15 Q3 15 Q4 15 Q1 16 LfL Chain sales growth
8 consecutive quarters growing in Spain, while posting double digit growth in International
International Spain
x% Chain sales growth (reported)
Notes: 1. 2014 average excluding Q1 figures
20141 avg: 2.1% 2015 avg: 5.9% 20141 avg: 11.1% 2015 avg: 12.8%
2.6% 5.8% 9.8% 17.2% 18.7% 13.8% 12.5% 2.9%
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630 644 642 638 667 671 1.268 1.311 1.313 Dec-14 Dec-15 Mar-16 Spain International
Active management of store network, with openings of franchised mall units and mini-stores in Spain, continued International expansion and closures of unprofitable locations
Store network development (q-o-q) Continued increase of franchised proportion
By number of stores By chain sales
34% 66% 37% 63%
Q1 2015 Q1 2016 Q1 2015 Q1 2016
39% 61% 42% 58%
Owned Franchised Owned Franchised
+2 stores +43 stores +29 stores +14 stores +4 stores
stores
Source: Company information
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Strong growth in Spain and Internationally
Source: Company information
performance and network expansion
supported by strong LfL performance (5.2% LfL growth in Q1 16 vs. 4.6% in FY2015)
in constant currency in Q1 16 (+9.7%)
as in FY2015 (5.3% vs. 5.5%)
81 86 41 42 122 128 Q115 Q116 301 319 150 173 451 492 2014 2015
5.5% 9.1%
Chain sales by segment (€m)
4.6% 33% 67% 34% 66% 33% 67%
% by segment LfL growth (%) Actual growth (%)
7.2% 5.2% 5.3% 5.3% 5.2% 35% 65%
Spain International
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202 200 97 109 28 20 327 329 2014 2015 83,3 82,7 1Q 15 1Q 16 Group revenue
Revenue growth impacted by higher proportion of franchised stores
Chain sales by ownership (€m)
Source: Company information
Franchised and MF as % of total chain sales
Actual growth (%)
Revenues by type (€m)
12.8% (1.1%)
Growth (%)
(0.7)% 0.7% (28.2%)
55% 59% 202 200 229 260 20 32 451 492 2014 2015
9.1%
(1.1%) 13.5% Owned Franchised MF 61.9% Own stores sales Franchised and MF Other 122 128 Q115 Q116
5.3% 5.2%
Total sales
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c.40% of total operating costs (c.60% of opex excluding COGS) are fixed, providing operating leverage as the Business grows
Notes: 1. 2014 operating costs adjusted for €14.1m of refinancing costs Source: Company information
as % of own stores and supply sales
marketing in Spain in 2015
Operating costs (€m)
higher proportion of franchised stores and efficiency plans in 2015
total opex excluding COGS) are fixed costs, providing operating leverage as the Business grows
renegotiation of contracts in 2015
as % of chain sales excluding Master franchises
Total operating costs 67 64 Q115 Q116 90 91 94 91 10 12 28 26 14 16 13 12 25 23 273 271 2014 2015 COGS Personnel expenses Transport 31% 31%
1
Rents Advertising Utilities Others 39% 42%
26
16,3 18,9 Q1 15 Q1 16 Group underlying EBITDA 39,7 38,1 13,7 19,6 53,4 57,7 FY2014 FY2015 Spain International
Double digit underlying EBITDA growth on the back of strong LfL and operating leverage
Underlying EBITDA growth evolution (€m)
Q1 2016 vs. Q1 2015 FY 2015 vs. FY 2014
15.8% 8.1%
Key underlying EBITDA growth drivers in Q1 2016
and COGS reduction)
16,4% 17,6% 18,4% 2014 2015 LTM Q1 16
Underlying EBITDA margin (%)
+120bps +80bps
Chain sales growth (%)
9.1% 5.2%
27
Latam reported financials in EUR impacted by steep decline in local currencies yoy Impact more pronounced in H1, with current exchange rates in line with H2 2015
EUR/CLP EUR/COP
703
773
2,733
3,582
+10% +31%
2250 2500 2750 3000 3250 3500 3750 4000 Jan-15 Apr-15 Jul-15 Oct-15 Jan-16 Apr-16 640 660 680 700 720 740 760 780 800 Jan-15 Apr-15 Jul-15 Oct-15 Jan-16 Apr-16
Source: Bank of Spain
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Key P&L items
€m Q1 2016 Q1 2015 % change FY2015 FY2014 % change
LTM Q1 2016
Underlying EBITDA 18,9 16,3 15,8% 57,7 53,4 8,1%
60,3
Underlying EBITDA margin (%) 22,8% 19,6% 16,6% 17,6% 16,4% 7,3%
18,4%
Non-recurrent expenses1
n.m.
18,9 16,3 15,8% 57,7 39,3 46,9%
60,3
Depreciation and amortisation (excl. PPA) (3,3) (2,5) 31,9% (10,8) (11,5) (5,9%)
(11,6)
Underlying EBIT 15,6 13,8 13,0% 46,9 41,9 11,9%
48,7
PPA amortisation (1,5) (1,5)
(5,9) (2,0%)
(5,8)
Net financial income / (expense) (9,4) (10,3) (8,9%) (35,4) (68,4) (48,2%)
(34,5)
Other1 (0,1) (0,0) n.m. (4,0) 105,7 (103,8%)
(4,1)
Profit before tax on continued operations 4,7 2,1 128,8% 1,7 73,3 (97,7%)
4,3
Source: Company information. Note: 1. Includes impairment losses, losses on sale of PP&E and extraordinary refinancing costs in 2014
29
35 8 FY2015 Post-IPO 251 155 Dec-15 Post-IPO
Primary IPO proceeds reducing leverage to c.2.6x LTM EBITDA Average cost of debt of c.3% (on gross debt of €200m)
Financial debt pre and post IPO1 Annualised interest expense (€m)
3
Notes: 1. Calculated as gross financial debt minus cash 2. Based on LTM March-2016 EBITDA of €60.3m 3. On an annualised basis
4.4x 2.6x2 x Leverage (net debt / underlying EBITDA)
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Impact of IPO related expenses Tax credits
Note: 1. Net Operating Losses
Non-recurring IPO related expenses to have significant impact in reported P&L in Q2 2016 Cash flow impact fully financed at IPO €41m NOLs1 at IPO c.€156m of interest carried forward (deductible up to 30% of yearly EBITDA)
31
Asset-light business model with strong cash flow generation
Notes: 1. Includes refurbishments, store openings, store buybacks, information technology, production facility and other 2. Operating free cash flow defined as Underlying EBITDA – Capex. 3. Cash conversion measured as operating cash flow divided by underlying EBITDA
1.3%
Capex (€m)
1.6% 1.7% 5.3 4.3 5.6 9.9 14.8 24.6 15.1 19.1 30.2 2013 2014 2015 Maintenance New Investment capex¹ Total 4.5% 9.2% 5.8% Maintenance capex as % of total revenues Total capex as % of total revenues
Source: Company information; FYE December
53.4 49.1 52.1 43.5 34.4 27.5 2013 2014 2015 Operating free cash flow before New Investment capex Operating free cash flow
Operating free cash flow (€m)2
74.2% 47.7% 64.3% 91.0% 90.3% 91.9% Significant additional investment in 2015 driven by positive market dynamics Cash conversion3 Cash conversion3 before New Investment capex1
Limited recurrent maintenance capex needs, but significant incremental investments undertaken in recent years Average cash conversion3 (before New Investment capex1) of c.91% over the last 3 years
New Investment capex New Investment capex New Investment capex
33
Source: Company information; FYE December
Chain sales growth 2016 2015 2014 2016 2015 2014 2016 2015 2014 Q1 5.2% 8.6%
6.4% 4.7%
2.9% 17.2%
Q2 8.4% 1.5% 3.3% 1.0% 18.7% 2.6% Q3 10.7% 2.7% 9.1% 1.1% 13.8% 5.8% Q4 8.6% 5.5% 6.5% 3.4% 12.7% 9.8% Total 9.1% 1.3% 5.8%
15.5% 4.2% LFL Chain sales growth 2016 2015 2014 2016 2015 2014 2016 2015 2014 Q1 5.3% 4.8%
5.2% 4.1%
5.3% 6.3% 3.2% Q2 3.5% 2.9% 1.7% 1.7% 7.1% 5.7% Q3 7.4% 1.5% 7.2%
7.8% 5.1% Q4 6.2% 3.4% 5.6% 2.3% 7.5% 5.8% Total 5.5% 1.2% 4.6%
7.2% 5.0% International International Spain Spain Group Group
Quarterly total chain sales 2016 2015 2014 2013 2016 2015 2014 2013 2016 2015 2014 2013 Q1 128.0 121.7 112.1 117.0 85.8 80.7 77.1 81.4 42.2 41.0 35.0 35.6 Q2 121.5 112.1 110.5 77.4 74.9 74.2 44.2 37.2 36.3 Q3 121.0 109.3 106.4 78.0 71.5 70.8 42.9 37.7 35.7 Q4 127.6 117.5 111.4 82.4 77.4 74.8 45.2 40.1 36.5 Total 491.8 451.0 445.3 318.5 300.9 301.3 173.3 150.1 144.0 Group Spain International
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2015 2014 2013 Number of Stores Own stores Franchised stores Total stores Own stores Franchised stores Total stores Own stores Franchised stores Total stores Spain 183 461 644 191 439 630 235 386 621 Rest of Europe 73 153 226 74 149 223 79 146 225 Portugal 44 61 105 44 64 108 45 65 110 Poland 29 92 121 30 85 115 34 81 115 Latin America 205 79 284 199 75 274 187 66 253 Chile 89 49 138 85 52 137 67 58 125 Colombia 64 27 91 82 20 102 94 7 101 Peru 35 1 36 22 1 23 20 1 21 Ecuador 17 2 19 10 2 12 6 6 Master Franchises and Others 157 157 141 141 131 131 Guatemala 83 83 83 83 81 81 El Salvador 47 47 49 49 46 46 Russia 14 14 2 2 Angola 5 5 1 1 Bolivia 4 4 2 2 1 1 Panama 3 3 3 3 2 2 United Arab Emirates 1 1 1 1 1 1 Saudi Arabia Total Group 461 850 1,311 464 804 1,268 501 729 1,230
Source: Company information; FYE December
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€m Q1 2016 Q1 2015 % change FY2015 FY2014 % change LTM Q1 2016 Total chain sales 128.0 121.7 5.2% 491.8 451.0 9.1% 498.2 Constant currency sales growth (%) 7.5% 8.1% LfL sales growth (%) 5.3% 5.5% LfL sales growth excluding Master Franchise (%) 5.6% 5.3% Spain chain sales 85.8 80.7 6.4% 318.5 300.9 5.8% 323.7 LfL sales growth (%) 5.2% 4.6% International chain sales 42.2 41.0 2.9% 173.3 150.1 15.5% 174.5 Constant currency sales growth (%) 9.7% 12.8% LfL sales growth (%) 5.3% 7.2% LfL sales growth excluding Master Franchise (%) 6.7% 7.0% Total revenues 82.7 83.3 (0.7%) 328.9 326.5 0.7% 328.3 Constant currency revenue growth (%) 1.8% 0.7% Underlying EBITDA 18.9 16.3 15.8% 57.7 53.4 8.1% 60.3 Underlying EBITDA margin (%) 22.8% 19.6% 16.6% 17.6% 16.4% 7.3% 18.4% Depreciation and amortisation (excl. PPA) (3.3) (2.5) 31.9% (10.8) (11.5) (5.9%) (11.6) Underlying EBIT 15.6 13.8 13.0% 46.9 41.9 11.9% 48.7 PPA amortisation (1.5) (1.5)
(5.9) (2.0%) (5.8) Net financial income / (expense) (9.4) (10.3) (8.9%) (35.4) (68.4) (48.2%) (34.5) Other1 (0.1) (0.0) n.m. (4.0) 105.7 (103.8%) (4.1) Profit before tax on continued operations 4.7 2.1 128.8% 1.7 73.3 (97.7%) 4.3
Note: 1. includes impairment losses, losses on sale of PP&E, and extraordinary refinancing costs in 2014 Source: Company information
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€m Q1 2016 Q1 2015 % change FY2015 FY2014 % change LTM Q1 16 Total chain sales 128.0 121.7 5.2% 491.8 451.0 9.1% 498.2 Owned store sales 49.7 51.1 (2.7%) 200.1 202.4 (1.1%) 198.8 Franchised and Master Franchised store sales 78.3 70.6 11.0% 291.6 248.6 17.3% 299.4 LfL sales growth (%) 5.3% 5.5% Scope adjustment 2.2% 2.7% Exchange rate adjustment (2.2%) 0.9%
Source: Company information
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Historical outperformance versus GDP both in Spain and Internationally
Source: Euromonitor
Key Trends
Pizza foodservice Pizza delivery Chained pizza delivery 8.5% 4.5% 5.1% Global Western Europe 15-20E CAGR Eastern Europe Middle East & Africa Latin America 2.3% 3.2% 5.0% 4.3% 8.5% 14.8% 6.3% 13.4% 6.8% 33.4% 8.3% 9.3%
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Chain sales: Chain sales are own store sales plus franchised and master franchised store sales as reported to us by the franchisees and
master franchisees
LfL chain sales growth: LfL chain sales growth is chain sales growth after adjustment for the effects of changes in scope and the effects of
changes in the euro exchange rate as explained below.
that month is not an “operating month” for that store. LfL chain sales growth takes into account only variation in a store’s sales for a given month if that month was an “operating month” for the store in both of the periods being compared. The scope adjustment is the percentage variation between two periods resulting from dividing (i) the variation between the chain sales excluded in each of such periods (“excluded chain sales”) because they were obtained in operating months that were not operating months in the comparable period, by (ii) the prior period’s chain sales as adjusted to deduct the excluded chain sales of such period (the “adjusted chain sales”). In this way, we can see the actual changes in chain sales between operating stores, removing the impact of changes between the periods that are due to store openings and closures; and
changes between the euro and the currencies in certain countries where the Group operates. To make this adjustment, we apply the monthly average euro exchange rate of the operating month in the most recent period to the comparable operating month of the prior period
EBITDA: EBITDA is operating profit plus asset depreciation and amortization Underlying EBITDA: Underlying EBITDA is EBITDA excluding the operating costs associated with our 2014 refinancing Digital delivery chain sales: Digital delivery chain sales are the delivery chain sales made through digital channels (PC, web responsive
and Telepizza application), expressed in percentage terms. Digital delivery chain sales (both own and franchised) are recorded automatically in the Company’s SAGA store information system when the online order is placed by the customer