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

investor presentation
SMART_READER_LITE
LIVE PREVIEW

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

INVESTOR PRESENTATION Scott Thomson, President and CEO Chad Hiley, CHRO, Finning International; SVP HR, Finning Canada Mauk Breukels, VP Investor Relations Montreal, T oronto September 19-20, 2017 Forward Looking Information This report


slide-1
SLIDE 1

INVESTOR PRESENTATION

Montreal, T

  • ronto

September 19-20, 2017 Scott Thomson, President and CEO Chad Hiley, CHRO, Finning International; SVP HR, Finning Canada Mauk Breukels, VP Investor Relations

slide-2
SLIDE 2

Forward Looking Information

Page 2 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, statements with respect to: expected positive impact on free cash flow from higher new equipment turns; expected timeline of Equipment Forecast to Cash Program in each region; projections for digital revenue and expenditures; projections for 2017 capital expenditures, rental expenditures, and free cash flow; capital allocation considerations; online parts revenue projections; and connected assets 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. Refer in particular to the Outlook section of the 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

  • 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

slide-3
SLIDE 3
  • Largest Caterpillar dealer
  • Unrivalled service for nearly 85 years
  • Diversified customer base
  • 12,000 employees

Finning Overview

Page 3

Santiago

Bolivia Argentina Chile

Cannock

United Kingdom Ireland BC AB YT

Edmonton Vancouver head office

NWT SK NU

Product support 58% New equipment 33% Used equipment 6% Rental 3%

Revenue by line

  • f business(2)

Construction 42% Mining 19% Power Systems 25% Government 4% Forestry 4% Other 6%

New equipment sales by industry(2)

Canada 50% South America 34% UK & Ireland 16%

Revenue by region(2)

(1) At September 13, 2017 (3) See description of non-GAAP financial measures in Q2 2017 MD&A (2) 6 months ended June 30, 2017

Financial Statistics - YTD 2017(2) Revenue 3.0B EBITDA(3) 277M EBIT 184M Basic EPS 0.62 Free cash flow(3) (207)M Invested capital(3) 3.1B Market Statistics(1) - FTT (TSX) Share price 28.00 Market Cap 4.7B S&P/DBRS rating BBB(+/high) Annual dividend / share 0.76 Dividend yield 2.7%

slide-4
SLIDE 4

Strategic Direction

Page 4

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

slide-5
SLIDE 5

Talent – Strengthened Leadership Team

Page 5 Number of Recruited Executives Employees in Green 9-Box (%)

48% 51% 66% 56% 78% 75% 70% 75% 0% 20% 40% 60% 80% 100% Canada UK & Ireland South America Consolidated 2014 2016

(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% 25% 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

three

slide-6
SLIDE 6

Profitable and Capital Efficient Growth

Page 6

  • Safety
  • Talent
  • Community
  • Equipment supply chain
  • Product support
  • Rental transformation
  • Profitable market share
  • Digital strategy
  • E-commerce
  • Connected assets
  • Performance solutions
  • Processes and systems

2017 Priorities

GROWTH

Foundational Priorities ROIC EBIT Invested Capital

slide-7
SLIDE 7

UpcycleValue Proposition

Page 7

  • 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 1,919 3,144 3,315 1,000 1,500 2,000 2,500 3,000 3,500 2013 LTM 2017

Stable Product Support(1)

New Equipment Sales Product Support Revenue

(1) In functional currency, product support revenue was up 10% in Canada, down 21% in South America, and down 7% in the UK & Ireland (LTM ended June 30, 2017 vs 2013) (4) Fixed SG&A costs, adjusted for significant items, excluding Saskatchewan operations

Reduced Cost Structure Canada (2014 – 2016)

SG&A(4) Workforce(3) 22% 25%

$m

(3) Excluding Saskatchewan operations acquired in 2015

(2)

(2) Last twelve months ended June 30, 2017

slide-8
SLIDE 8

500 550 600 650 700 750 2013 2014 2015 2016 Q2 2017

Parts Supply Chain Improvement

Page 8

2.0 2.2 2.4 2.6 2.8 3.0 3.2 3.4 3.6 3.8 2013 2014 2015 2016 Q2 2017

Parts Turns (times) Parts 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 Q2 2017 Parts Turns 12 points 0.9 times

slide-9
SLIDE 9

Equipment Supply Chain Transformation

Page 9

Forecast Sales NEP(1) Invoice

500 550 600 650 700 750 800 2013 2014 2015 2016 Q2 2017

New Equipment Inventory ($m)

1.0 1.5 2.0 2.5 3.0 3.5 2013 2014 2015 2016 Q2 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 ↑ 0.1 x ~$30M FCF

Days of Inventory

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

~35 %

CANADA Equipment Forecast to Cash Cycle (days) 2015 – Q2/17

slide-10
SLIDE 10

Innovate – Digital Strategy

Page 10

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
slide-11
SLIDE 11

Digital Strategy – Financial Projections

Page 11

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

slide-12
SLIDE 12

441 483 325 370 100 150 200 250 300 350 400 450 500 550 2013 2014 2015 2016 2017 E

Strong Balance Sheet and Capital Allocation Flexibility

Page 12 Free Cash Flow ($ millions)

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

Redemption Announced

  • Higher EBITDA driven by reduced cost

structure and operating efficiencies

  • Working capital improvements
  • Capital expenditures up ~$40 million vs 2016

mostly due to ERP implementation in South America

  • Rental investment flexible to market demand;

lower disposals vs 2016

  • Dividends
  • Debt reduction
  • Targeted investment in technology
  • Disciplined complementary acquisitions
  • Share repurchases

Capital Allocation Priorities Positive Free Cash Flow

150 - 200

slide-13
SLIDE 13
  • Positioned for profitable and capital efficient growth
  • Reduced cost structure
  • Improved capital discipline
  • Positive free cash flow
  • 2017 priorities
  • Global equipment supply chain
  • Product support growth
  • Rental transformation
  • Profitable market share
  • Strategic focus on digital agenda

Key Takeaways

Page 13

slide-14
SLIDE 14

APPENDIX

slide-15
SLIDE 15

Product Support – Canada Mining Opportunities

Page 15 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 YTD 2017(1)

(1) 6 months ended June 30, 2017

slide-16
SLIDE 16

Product Support – South America Mining Opportunities

Page 16 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 YTD 2017(1)

(1) 6 months ended June 30, 2017

slide-17
SLIDE 17

Significant Infrastructure Opportunities

Page 17

Santiago

Bolivia Argentina Chile

Cannock

United Kingdom Ireland BC AB YT

Edmonton Vancouver head office

NWT SK NU

C$ billions

British Columbia 24.5 (2017-2019) Alberta 32.8 (2017-2020) Saskatchewan 1.6 (2017-2018) Federal ~141 (2019-2027)

US$ billions

Chile 61 (2017-2020) Argentina 48 (2017-2020) Bolivia 19 (2017-2020)

£ billions / € billions

UK 300 (2017-2021) Ireland 38 (2017-2021) Selected Projects (announced)

  • Southwest Calgary Ring Road (AB)
  • Regina Bypass (SK)
  • Roads and bridges upgrades (YT)

Selected Projects (announced)

  • Hinkley Point Nuclear Plant (UK)
  • High Speed Rail 2 (UK)
  • Road Investment Strategy (UK)
  • Dublin Metro Link (Ireland)

Selected Projects (announced)

  • Subway Line 7 (Chile)
  • Railroad Belgrano Cargas

(Argentina)

  • Highways and roads (Bolivia)

Source: national and regional governments

Announced Government Infrastructure Spending

slide-18
SLIDE 18

E-Commerce: Omni-Channel Choice

Page 18

(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

slide-19
SLIDE 19

Connected Assets

Page 19

(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

slide-20
SLIDE 20

Performance Solutions

Page 20

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