INVESTOR PRESENTATION Scott Thomson, President and CEO Mauk - - PowerPoint PPT Presentation

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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 27-28, 2018 Forward Looking Information This report contains statements about the Companys business outlook, objectives,


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INVESTOR PRESENTATION

Toronto, Montreal March 27-28, 2018 Scott Thomson, President and CEO Mauk Breukels, VP Investor Relations

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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 words such as aim, anticipate, assumption, believe, could, expect, goal, guidance, intend, may, objective, outlook, plan, project, seek, should, strategy, strive, target, and will. Forward-looking statements in this report include, but are not limited to, the timeline for equipment forecast to cash program; capital allocation priorities; expectations for 2018 capital expenditures, net rental additions, and free cash flow; online parts revenue projections; and connected asset projections. 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 as at the date of this report. 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

  • therwise.

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 Inc.; Finning’s dependence on the continued market acceptance of its products, including Caterpillar products, and the timely supply of 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. 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

  • perations.

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

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  • Largest Caterpillar dealer
  • Unrivalled service for 85 years
  • Diversified customer base
  • ~12,500 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

Product support 56% New equipment 34% Used equipment 6% Rental 4%

2017 Revenue by line of business

Construction 44% Power Systems 25% Mining 19% Forestry 4% Government 3% Other 5%

2017 New equipment sales by industry

Canada 49% South America 34% UK & Ireland 17%

2017 Revenue by region

(1) At March 16, 2018 (2) See description of non-GAAP financial measures in 2017 MD&A (3) See description of significant items in 2017 MD&A

Financial Statistics - 2017 Revenue 6.3B EBITDA(2) 583M EBIT 399M EPS 1.31 Adjusted EPS(2)(3) 1.36 Free cash flow(2) 165M Invested capital(2) 2.8B Market Statistics(1) - FTT (TSX) Share price 32.60 Market Cap 5.5B S&P/DBRS rating BBB(+/high) Annual dividend / share 0.76 Dividend yield 2.3%

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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

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Value Proposition

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  • Significant operating leverage on increased revenue
  • Working capital efficiency improvements
  • Innovative customer solutions
  • Higher return on invested capital

500 1,000 1,500 2,000 2,500 3,000 3,500 Canada South America UK & Ireland

Revenue (C$ millions)

2016 2017

(1) See description of significant items in 2017 MD&A

5.5% 8.4% 1.8% 7.4% 8.6% 4.0% 0% 2% 4% 6% 8% 10% Canada South America UK & Ireland

Adjusted EBIT Margin(1)

2016 2017 32.2% 30.4% 27.1% 2.38 2.49 2.83 2.00 2.20 2.40 2.60 2.80 3.00 24% 26% 28% 30% 32% 34% 2015 2016 2017

Working Capital Efficiency

Working Capital to Sales Ratio (%) Inventory Turns (times)  9%  16%  10% 9.3% 15.0% 5.9% 13.5% 18.0% 14.7% 0% 3% 6% 9% 12% 15% 18% 21% Canada South America UK & Ireland

Adjusted ROIC(1)

2016 2017

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Equipment Supply Chain Transformation

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Forecast Sales NEP(1) Invoice

500 550 600 650 700 750 800 2013 2014 2015 2016 2017

New Equipment Inventory ($m)

1.0 1.5 2.0 2.5 3.0 3.5 4.0 2013 2014 2015 2016 2017

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

Days of Inventory

Equipment Forecast to Cash Program Timeline Canada Q2 2016 – Q4 2017 UK & Ireland Q2 2017 – Q4 2018 South America 2018 +

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Capital Allocation Priorities

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  • Investments in growth opportunities and long-term strategic initiatives
  • New ERP system in South America
  • Digital and e-commerce capabilities
  • Electric drive mining vehicles
  • Rental and used equipment integrated go-to-market strategy
  • Dividends
  • Disciplined complementary acquisitions
  • Opportunistic share repurchases

441 483 325 370 165

100 150 200 250 300 350 400 450 500 550 2013 2014 2015 2016 2017

Free Cash Flow ($ millions)

1.82 1.78 1.85 1.90 1.90 1.98 2.02 2.10

1.70 1.75 1.80 1.85 1.90 1.95 2.00 2.05 2.10 2.15 Q1/16 Q2/16 Q3/16 Q4/16 Q1/17 Q2/17 Q3/17 Q4/17

Invested Capital Turnover (times) 2018 Projections Capital Expenditures $150-200 million Net Rental Additions $125-175 million Free Cash Flow Positive

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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
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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) Benefits

  • Cost savings - customer and Finning
  • Analytics - improved visibility into customer needs
  • Ease of doing business with Finning
  • Customer loyalty

Online Parts Revenue % of total(3)

0% 5% 10% 15% 20% 25% 30% 35% 2016 Q1 2017 Q2 2017 Q3 2017 Q4 2017 2018E 2019E

up 8 points

(3) Excludes parts in service jobs

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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 Estimated % of addressable population(3)

0% 20% 40% 60% 80% 100% 2015 2016 2017 2018E 2019E

(3) Assumes constant addressable population

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APPENDIX

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Talent – Strengthened Leadership Team

Page 12 Number of Recruited Executives Employees in Green 9-Box (%)

48% 51% 66% 56% 79% 70% 77% 77% 0% 20% 40% 60% 80% 100% Canada UK & Ireland South America Consolidated 2014 2017

(1) The 9-box grid is a matrix tool used to evaluate and plot a company’s talent pool based on performance and potential of individual employees

(1)

7 6 3 1 2014 2015 2016 2017

Dealer Principal Candidates

2014

zero

2017

three

Women in Leadership Roles (%)

20% 19% 7% 26% 22% 12% 0% 5% 10% 15% 20% 25% 30% Canada UK & Ireland South America 2014 2017

(2) Canadian data excludes corporate head office, OEM Remanufacturing, and The Cat Rental Store

(2)

Women on Board of Directors

2014

  • ne

2017

four

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500 550 600 650 700 750 2013 2014 2015 2016 2017

Parts Supply Chain Improvement

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2.0 2.2 2.4 2.6 2.8 3.0 3.2 3.4 3.6 3.8 2013 2014 2015 2016 2017

Parts Turns (times) Parts Inventory ($ millions)

Key Improvement Drivers

  • Centralized inventory management
  • Simplified and optimized network
  • Reduced network routes and touches
  • Increased direct shipments to customers

Customer Loyalty From 2013 to 2017 Parts Turns 14 points 0.8 times

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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

~25 %

Revenue Growth CAGR (2012 – 2017)

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