INVESTOR PRESENTATION Scott Thomson, President and CEO Mauk - - PowerPoint PPT Presentation
INVESTOR PRESENTATION Scott Thomson, President and CEO Mauk - - PowerPoint PPT Presentation
INVESTOR PRESENTATION Scott Thomson, President and CEO Mauk Breukels, VP Investor Relations Toronto, Montreal March 1-2, 2017 Forward Looking Information This report contains statements about the Companys business outlook, objectives,
Forward Looking Information
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This report contains statements about the Company’s business outlook, objectives, plans, strategic priorities and other statements that are not historical facts. A statement Finning makes is forward-looking when it uses what the Company knows and expects today to make a statement about the future. Forward-looking statements may include terminology such as aim, anticipate, assumption, believe, could, expect, goal, guidance, intend, may, objective, outlook, plan, project, seek, should, strategy, strive, target, and will, and variations
- f such terminology. Forward-looking statements in this report include, but are not limited to, statements with respect to: expectations with respect to the economy, markets and
activities and the associated impact on the Company’s financial results; expected impact of foreign exchange markets, expected revenue; expected free cash flow and liquidity; expected profitability levels; expected range of the effective tax rate; plans to improve ROIC; market share growth; customer loyalty growth; expected engagement related to the development of the Vaca Muerta shale gas fields; expected results from cost reductions and transformation initiatives; inventory turns; the expected target range of the Company’s net debt to invested capital ratio; estimated loss on disputes regarding power system projects in the UK; the expected financial impact from the Alberta wildfires and possible insurance recoveries; timing and delivery of innovative customer solutions; planned activities and anticipated results of Finning Digital; plans to implement a modern ERP system for the South America business; the belief that the claims by the Argentina Customs Authority have no merit and the likelihood of material impact of any contingencies and guarantees
- n the Company's financial position; expected sale of investments; the Company’s ability to manage exposure to currency translation adjustments; and expectations for defined
benefit pension funding. All such forward-looking statements are made pursuant to the ‘safe harbour’ provisions of applicable Canadian securities laws. Unless otherwise indicated by us, forward-looking statements in this report reflect Finning’s expectations at the date in the 2016 MD&A. Except as may be required by Canadian securities laws, Finning does not undertake any obligation to update or revise any forward-looking statement, whether as a result of new information, future events, or otherwise. Forward-looking statements, by their very nature, are subject to numerous risks and uncertainties and are based on several assumptions which give rise to the possibility that actual results could differ materially from the expectations expressed in or implied by such forward-looking statements and that Finning’s business outlook, objectives, plans, strategic priorities and other statements that are not historical facts may not be achieved. As a result, Finning cannot guarantee that any forward-looking statement will materialize. Factors that could cause actual results or events to differ materially from those expressed in or implied by these forward-looking statements include: general economic and market conditions; foreign exchange rates; commodity prices; the level of customer confidence and spending, and the demand for, and prices of, Finning’s products and services; Finning’s ability to maintain its relationship with Caterpillar; Finning’s dependence on the continued market acceptance of its products, including Caterpillar products, and the timely supply
- f parts and equipment; Finning’s ability to continue to improve productivity and operational efficiencies while continuing to maintain customer service; Finning’s ability to manage
cost pressures as growth in revenue occurs; Finning’s ability to reduce costs in response to slowing activity levels; Finning’s ability to attract sufficient skilled labour resources as market conditions, business strategy or technologies change; Finning’s ability to negotiate and renew collective bargaining agreements with satisfactory terms for Finning’s employees and the Company; the intensity of competitive activity; Finning’s ability to raise the capital needed to implement its business plan; regulatory initiatives or proceedings, litigation and changes in laws or regulations; stock market volatility; changes in political and economic environments for operations; the integrity, reliability and availability of, and benefits from information technology and the data processed by that technology; and Finning’s ability to protect itself from cybersecurity threats or incidents. Forward-looking statements are provided in this report for the purpose of giving information about management’s current expectations and plans and allowing investors and others to get a better understanding of Finning’s operating environment. However, readers are cautioned that it may not be appropriate to use such forward-looking statements for any other purpose. Forward-looking statements made in this report are based on a number of assumptions that Finning believed were reasonable on the day the Company made the forward-looking
- statements. Refer in particular to the Outlook section in the 2016 MD&A for forward-looking statements. Some of the assumptions, risks, and other factors which could cause
results to differ materially from those expressed in the forward-looking statements contained in this report are discussed in Section 4 of the Company’s current AIF and in the annual MD&A for the financial risks. Finning cautions readers that the risks described in the MD&A and the AIF are not the only ones that could impact the Company. Additional risks and uncertainties not currently known to the Company or that are currently deemed to be immaterial may also have a material adverse effect on Finning’s business, financial condition, or results of operations. Except as otherwise indicated, forward-looking statements do not reflect the potential impact of any non-recurring or other unusual items or of any dispositions, mergers, acquisitions, other business combinations or other transactions that may be announced or that may occur after the date of this report. The financial impact of these transactions and non-recurring and other unusual items can be complex and depends on the facts particular to each of them. Finning therefore cannot describe the expected impact in a meaningful way or in the same way Finning presents known risks affecting its business.
Monetary amounts are in Canadian dollars and from continuing operations unless noted otherwise
- Largest Caterpillar dealer
- Unrivalled service for nearly 85 years
- Diversified customer base
- 11,900 employees
Finning Overview
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Santiago
Bolivia Argentina Chile
Cannock
United Kingdom Ireland BC AB YT
Edmonton Vancouver head office
NWT SK NU
(1) At Feb 21, 2017 (3) See description of significant items in 2016 MD&A (2) See description of non-GAAP financial measures in 2016 MD&A
Product support 57% New equipment 33% Used equipment 6% Rental 4%
Revenue by line
- f business(4)
Construction 42% Mining 23% Power Systems 20% Government 4% Forestry 4% Other 7%
New equipment sales by industry(4)(5)
Canada 50% South America 33% UK & Ireland 17%
Revenue by region(4)
(4) Full year 2016 (5) Other includes industrial and agriculture markets
Financial Statistics - 2016 Revenue 5.6B EBITDA(2) 357M Adjusted EBITDA(2)(3) 465M EBIT 165M Adjusted EBIT(2)(3) 273M Basic EPS 0.38 Adjusted EPS(2)(3) 0.88 Free cash flow(2) 370M Invested capital(2) 2.8B Market Statistics(1) - FTT (TSX) Share price 25.47 Market Cap 4.3B S&P/DBRS rating BBB(+/high) Annual dividend / share 0.73 Dividend yield 2.9%
Strategic Direction
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PURPOSE We believe in partnering and innovating to build and power a better world VISION Leveraging our global expertise and insight, we are a trusted partner in transforming our customers’ performance
Profitable and Capital Efficient Growth
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- Safety
- Talent
- Community
- Equipment supply chain
- Product support
- Rental strategy
- Profitable market share
- Digital strategy
- E-commerce
- Connected assets
- Performance solutions
- Processes and systems
2017 Priorities
GROWTH
Foundational Priorities ROIC EBIT Invested Capital
Develop
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SAFETY - Prevention of Significant Incidents
TRIF Total Recordable Injury Frequency TIF Total Incident Frequency
TALENT - Inclusiveness & Diversity
Working with non-profit strategic partners
- Advancing youth-focused STEM (science,
technology, engineering and mathematics) education
- Helping prepare children for knowledge-
based jobs of the future
COMMUNITY - STEM
↓ 33 %
TRIF
2013 vs 2016
35% 80% 0% 20% 40% 60% 80% 100% 2014 2016
Leadership Roles with Successors (%) Women in Leadership Roles (%)
Global standards for critical operations
20% 19% 7% 27% 22% 10% 0% 5% 10% 15% 20% 25% 30% Canada UK & Ireland South America 2014 2016
(1) Canadian data excludes corporate head office, OEM Remanufacturing, and The Cat Rental Store
(1)
Perform: 3-Year Commitments Scorecard
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Operational Priorities 2013 Commitments
Assuming no industry change
2016 Outcome
- Inventory turns
- Parts turns
- Equipment turns
- EBIT
- Service EBIT
- Canada labour recovery
- Footprint optimization
- Facility utilization
- Canada footprint
- UK footprint
- Core market share
- Parts market share
- Canada PS(2) revenue
- Core market share
- Parts market share
- Canada PS revenue
Service Excellence Supply Chain Asset Utilization Market Leadership
0.5 - 0.9 times 0.7 times 0.6 times $40 - 60 M $60M 4 points ~25% ~40% 2 - 4 points 2 - 4 points 10 - 15% 5 points 31% above target
Equipment sales 37%(1)
(1) New equipment sales: 2016 vs 2013
Market share ↑ 5 points despite industry decline
(2) Power systems
Strong Free Cash Flow and Balance Sheet
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23% 24% 38% 33% 0% 5% 10% 15% 20% 25% 30% 35% 40% 2013 2014 2015 2016
Dividend as % of FCF
1.7 1.3 2.0 1.9 0.0 0.5 1.0 1.5 2.0 2.5 2013 2014 2015 2016
Net Debt to Adjusted EBITDA(1) Free Cash Flow by Quarter ($ millions)
- 300
- 200
- 100
100 200 300 400 Q1/13 Q2/13 Q3/13 Q4/13 Q1/14 Q2/14 Q3/14 Q4/14 Q1/15 Q2/15 Q3/15 Q4/15 Q1/16 Q2/16 Q3/16 Q4/16 2013 $441 2014 $483 2016 $370 2015 $325 50 100 150 200 250 300 350 4.18% due Apr 2022 3.98% due Jan 2022 3.232% due Jul 2020 6.02% due Jun 2018
Long-Term Debt Profile
Maturity within 5 years, $C millions
Options Considered
- Working capital efficiencies: smoothing inventory
investment and monetization
- Targeted investment in maintenance capex and
innovation agenda
- Rental investment flexible to market demand
(1) See description of non-GAAP financial measures in 2016 MD&A
UpcycleValue Proposition
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- Stable product support business
- Successful execution of operational priorities
- Strong free cash flow generation
~$1.6 Billion Free Cash Flow 2013 - 2016 ~35%
Inventory reduction
~65%
Driven by EBITDA
- Reduced cost structure
- Working capital improvements
- Product support opportunities
- Profitable service business
- Innovative customer solutions
Resilient Business Model Upcycle Growth Drivers
2,908 1,838 3,144 3,182 1,000 1,500 2,000 2,500 3,000 3,500 2013 2016
Stable Product Support(1)
New Equipment Sales Product Support Revenue
(1) In functional currency, product support revenue was up 2% in Canada, down 22% in South America, and down 10% in the UK & Ireland (2016 vs 2013) (3) Fixed SG&A costs, adjusted for significant items, excluding Saskatchewan operations
Reduced Cost Structure Canada (2014 – 2016)
SG&A(3) Workforce(2) 22% 25%
$m
(2) Excluding Saskatchewan operations acquired in 2015
Parts Supply Chain Improvement
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2.0 2.5 3.0 3.5 2013 2014 2015 2016 500 550 600 650 700 750 2013 2014 2015 2016
Parts Turns (times) Part Inventory ($ millions)
- Centralized inventory management
- Simplified and optimized network
- Reduced network routes and touches
- Increased direct shipments to customers
Key Improvement Drivers Customer Loyalty From 2013 to 2016 Parts Turns 13 points 0.7 times
Equipment Supply Chain Transformation
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Forecast Sales NEP(1) Invoice
500 550 600 650 700 750 800 2013 2014 2015 2016
New Equipment Inventory ($m)
1.0 1.5 2.0 2.5 3.0 3.5 2013 2014 2015 2016
New Equipment Turns (times)
(1) New equipment preparation
Reduce invoice to cash cycle Improve execution Simplify quoting, sales, and attachment processes Improve accuracy and planning
Equipment Turns ↑ 0.1 times Free Cash Flow $30 million
=
Days of Inventory
Product Support – Canada Mining Opportunities
Page 12 Population(1) 316 788 Customers 6 15+ 1st replacement of large components ~2 years/ 18,000 hours ~1.5 years/ 12,000 hours Component exchange during life span 6-7 times 2-4 times Expected life span before rebuild ~12 years/ 80,000 hours ~8 years/ 48,000 hours Average annual product support C$ 1.0-1.2M C$ 0.3-0.5M Average age of population(1) ~8 years ~7 years Purchase price US$ 5-7M US$ 1.2-2.4M Rebuild as % of purchase price 60-70% 60-70%
Mining Truck 797 Large Dozer D11 & D10
(1) Includes rebuilt machines
797 Age Profile
Population Estimated age in 2016 At Dec 2016
Oil sands 45% Other mining 10% Non-mining 45%
Canada Product Support Revenue - 2016
Product Support – South America Mining Opportunities
Page 13 Population(1) 211 394 Customers 5 25+ 1st replacement of large components ~2.5 years/ 15,000 hours ~4 years/ 18,000 hours Component exchange during life span 5-6 times 2-3 times Expected life span before rebuild ~12 years/ 80,000 hours ~8 years/ 40,000 hours Average annual product support ~US$ 1.1M ~US$ 0.33M Average age of population(1) ~7 years ~6 years Purchase price US$ 5-7M US$ 1.2-2.4M Rebuild as % of purchase price 60-70% 60-70%
Mining Truck 797 Large Dozer D11 & D10
(1) Includes rebuilt machines
797 Age Profile
Population Estimated age in 2016 At Dec 2016
Mining 80% Non-mining 20%
South America Product Support Revenue - 2016
Innovate: Digital Strategy
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Customer Benefits
- Valuable insights and visibility
- Increased fleet uptime
- Lower owning and operating costs
- Improved equipment performance
- Omni-channel choice
Finning Opportunities
- Deeper customer and market insights
- Additional revenue growth opportunities
- Lower cost to serve
- Deeper customer relationship and loyalty
- Competitive advantage
E-Commerce: Omni-Channel Choice
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(2) Parts purchases from Finning as a percentage of total parts opportunity (1) Caterpillar study covering 11,700 e-commerce and integrated
procurement customers between 2010-2014
Customer Parts Share(2) Transaction Cost
11 points
E-COMMERCE - Parts(1)
Online Parts Revenue (% of total)
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 2013 2014 2015 2016
CASE STUDY
Canada - Top 10 Construction Customer
Online Parts Revenue Projections % of total
0% 10% 20% 30% 2016 2019 E
Benefits
- Cost savings - customer and Finning
- Analytics - improved visibility into customer needs
- Customer loyalty
up 10 points
Connected Assets
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(1) Parts purchases from Finning as a percentage of total parts opportunity (2) Caterpillar study covering >37,000 connected customers vs 174,000
non-connected between 2010 and 2013
Drive Parts Share(1) ~10 points(2) Enable Performance Solutions
14% 40% 0% 10% 20% 30% 40% 50% 2013 2016
Connected Machines (%)
0% 10% 20% 30% 40% 50% 2013 2016
Parts Market Share Connected Customer Parts Share(1) CAT machines (2013 vs 2016) Connected + service contract
17 points 24 points
CASE STUDY
Bolivia - Connected Assets
Insights drive improved equipment performance, market visibility, and lower costs
Connected Assets Projections % of total population(3)
0% 20% 40% 60% 80% 100% 2015 2016 2017E 2018E 2019E
(3) Assumes constant numbers of active equipment population
Performance Solutions
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Performance Metrics Customer Benefits Operator events
↓ 23%
Fuel burn
↓ 13%
Carbon impact
↓ 575,000 CO2
Saleable product output
↑ 9.5%
Tonnes per hour
↑ 22%
Cost per tonne
↓ 31% Mixed Fleet 100% Caterpillar
CASE STUDY
UK - Large Quarrying Customer
Technology to maximize machine productivity on job sites
~15 %
Revenue Growth CAGR (2013 – 2016)
Predictive analytics drive improved maintenance and increased productivity
Key Data & Services Customer Benefits Hours and location
- Tracking by job site and fleet; security
- Invoice automation
Utilization, fuel and production
- Idle time and fuel consumption
- Asset optimization and fleet production
Machine health
- Preventative maintenance
- Lower operating costs
Training and site development
- Operator training
- Haul road analysis
Data analytics
- Optimization recommendations
- Site & management performance reporting
Fatigue management
- Improved safety performance
Financial Projections
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50 100 150 2017 2019
Digital Revenue Projections ($m)
E-commerce 60% Performance Solutions 25% Connected Assets 15%
Digital Revenue Drivers 10 20 30 40 50 60 2017 2019
Digital Spend Projections ~80% SG&A / ~20% Capitalized ($m) EPS Accretive EPS $(0.02)
Success Based Funding
- Resilient business model
- Successful execution
- Reduced cost structure
- Improved capital discipline
- Strong free cash flow
- 2017 priorities
- Global equipment supply chain
- Product support growth
- Rental transformation
- Profitable market share
- Positioned for profitable and capital efficient growth
- Strategic focus on digital agenda
Key Takeaways
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