ADVANCED TECHNOLOGY PARTNER FOR CORE BUSINESS OPERATIONS EVERYWHERE. May 2016

Transcription

1 ADVANCED TECHNOLOGY PARTNER FOR CORE BUSINESS OPERATIONS EVERYWHERE May 2016

2 Disclaimer This presentation has been produced by Indra for the sole purpose expressed therein. Therefore, neither this presentation nor any of the information contained herein constitutes an offer sale or exchange of securities, invitation to purchase or sale shares of the Company or any advice or recommendation with respect to such securities. Its content is purely for information purposes and the statement it contains may reflect certain forward-looking statements, expectations and forecasts about the Company at the time of its elaboration. These expectations and forecasts are not in themselves guarantees of future performance as they are subject to risks, uncertainties and other important factors beyond the control of the Company that could result in final results materially differing from those contained in these statements. The Company does not assume any obligation or liability in connection with the accuracy if the mentioned estimations and is not obliged to update or revise them. This document contains information that has not been audited. In this sense, this information is subject to, and must be read in conjunction with, all other publicly available information. This disclaimer should be taken into consideration by all the individuals or entities to whom this document is targeted and by those who consider that they have to make decisions or issue opinions related to securities issued by Indra. 2

3 Indra: we are a global technology company 2.9Bn Sales ,000 employees Projects in +140 countries Balanced portfolio between businesses, products and projects R&D: +200 deals with research centres and universities Leading clients in key geographies and industries 3

4 We deliver core business operations technology in various industries Transport & Traffic Air Traffic Management systems and Communications, Navigation and Surveillance systems Railway & airport management systems Urban traffic systems, highways, tunnels and traffic control systems Defence & Security Air surveillance Military simulation Maritime surveillance Electronic Defence Satellite Communications T&D Business 22% 19% Energy & Industry Energy: generation, distribution and commercial management solutions Industry management solution for hotels 15% 10% Sales % 17% Financial Services Insurance and banking core systems Operations transformation and process efficiency services IT Business Telecom & Media Operations and business support systems New media and digital television solutions Public Admin & Healthcare Healthcare management platform Educational and justice management systems Comprehensive offer on electoral processes 4

5 with a strong presence in international markets % Spain % Sales % Latam Europe & North America Employees % Asia, Middle East & Africa (AMEA) 5

6 We have grown over the last years despite the crisis in Spain Sales evolution by geography, ( M) 3, % 2,938 2,168 2, % 1,791 International 1, % 685 Spain - corporations % 461 Spain - public sector Spain - public sector as % of Total Revenues 40% 16% We overcame the Spanish crisis by internationalizing our business 6

7 However, our profitability performance worsened Profitability decreased... Recurrent EBIT margin (%)...and cash flow eroded Free cash flow margin (%) pps pps When including non-recurrent items Recurrent EBIT ( M) Free cash flow ( M)

8 We have a deep understanding of the main causes that impacted our profitability performance Complex macro economic environment & & new new industry dynamics dynamics Issues Issues derived derived from our from strong our focus strong on focus on growing outside outside Spain of Spain Worst crisis in decades in Spain, our home market And worse global conditions than originally expected outside of Spain Scenario worsened by new industry dynamics which have put pressure on pricing and margins Global players competing everywhere Pressure on client budgets Commoditization of traditional technology In a context of aggressive growth and sales replacement, we......lost our focus on cost efficiency...widened our portfolio and focused less on our value-added segments...didn't quickly react to adjust our go-to-market strategy...and ended up in an expensive delivery model 8

9 While targeting sales replacement and growth, we lost our focus on cost efficiency Heavy corporate structure Corporate structure highly focused on developing and serving new projects in new geographies, which increases our size and costs Non-optimized organizational structure Lack of adjustment of resources due to a low attrition rate While increasing our geographical footprint and modifying our sales mix, our employee base grew......reducing flexibility and therefore increasing the personnel cost base Number of employees (k) Attrition rate (%) 35 operating countries Sales, general and admin costs represent 15% of sales with room for optimization Spain LatAm 9

10 We have defined a set of strategic guidelines to achieve our growth and profitability ambition Enabler for strategy implementation 06 Cultural change to be more focused on profitability Growth accelerators 05 Growth in new businesses Base for sustainable and profitable growth Products Go-to-market Delivery and projects strategy model portfolio Short term must-dos 01 Cost reduction to capture savings and increase Indra's competitiveness 10

11 We developed a M cost reduction plan based on four levers to be implemented by the end of M Personnel costs optimization 4 2 Delivery model optimization M 1 Production and other costs optimization 10M 30M 3 Overruns and project delays reduction 20-40M 1. Impact subject to the result of negotiations. 11

12 Good progress on our personnel cost optimization plan 1 Number of Employees SPAIN up to Sep 15-March 16: ~ 70% LATAM as of 31/12/2015 % Of completion 1,261* 1,721* P&L Provision of 160M accounted in 3Q15 as non-recurrent cost for Spain Expected annual savings calendar of 120M M 90M 120M 120M 120M in recurrent savings Cash Flow Expected cash cost of M between M 45-55M 0 Remaining 17M in 1Q16 (*) As of 31/03/

13 We are also optimizing our cost base: production and other related costs 2 Reduction and improved control of costs Production processes Standardized product setting Materials Traveling expenses Improved production processes From purchases to operations Leverage product standardization and modularization to avoid excessive tailor made production Global management of purchases and contracts to seek scale advantages and global consistency Reduce time-to-market Optimized cost base Renegotiation of main existing contracts Suppliers concentration, global framework 30M in recurrent savings Other costs Tools and processes to continuously monitor cash 13

14 We are improving our project management processes & tools to minimize overruns and delays 3 More selective offering Stricter demand of project minimum requirements Higher restriction in commercial scoring Assessment of risk and price accordingly Improved execution control Contract manager role to be incorporated at the first stages of the projects Improved alarm systems to identify issues and deviations in time to take decisions and correction plans Improved control of costs & quality 20-40M in recurrent savings Implementing these improved processes and tools will allow us to improve our recurrent operational performance 14

15 We will intensify our strategy of near/off-shoring to capture cost efficiencies whilst growing 4 Opportunities to reduce costs by near/off-shoring We will accelerate the deployment of competitive production centers, especially for new contracts Employee cost relative to on-shore cost in Spain (%) % total FTEs on off-shoring %-75% Upper band 25 Lower band Spain on-shoring Near and off-shoring Near- and offshoring Upper band Lower band Near and offshoring aspirational objective Competitors average Off-shoring global competitors Off-shoring European competitors 10M in recurrent savings 15

16 Our strategic guidelines Enabler for strategy implementation 06 Cultural change to be more focused on profitability Growth accelerators 05 Growth in new businesses Base for sustainable and profitable growth Products Go-to-market Delivery and projects strategy model portfolio Short term must-dos 01 Cost reduction to capture savings and increase Indra's competitiveness 16

17 We are refocusing our product and project portfolio based on four levers 02 Prioritize existing products portfolio by focusing on high value-added products Prioritize existing portfolio by focusing on core business operation products Increase share of proprietary products and end-to-end projects Push to develop value-added products focused on core business operations for our clients We already have a strong portfolio and want to keep evolving it Increase standardization Increase standardization Industrialize and standardize our offer to capture economies of scale and build expertise Reduce current portfolio of products and projects Standardize and modularize projects and products Take advantage of greater standardization in production processes Demand minimum project requirements Prioritize valuable projects for Indra based on a selective funnel procedure Demand a minimum size / profitability for our projects to avoid fragmentation inefficiencies Re-organize business portfolio Complement business portfolio by including selective investments and divestments Based on cash flow generation 17

18 We are prioritizing successful proprietary products to keep investing in them 02 We continued investing during the economic crisis... ( M) and, as a result, we have obtained products that support core business operations across the whole value chain Generation Example of Energy Products Transmission & Distribution Commercialization Asset Management Analytics & Back office Customer Management Cumulative Capex (Tangible and Intangible) Corporate transversal software Non-targeted segment (e.g. ERP software) Tangible CAPEX Intangible CAPEX 18

19 We have reviewed our go-to-market strategy to achieve our target projects and products portfolio 03 Reinforce commercial push for value-added products Push for targeted portfolio of high value product and projects Reinforce skills of commercial teams Go-to-market Strategy Train and reinforce sales teams on new vertical offerings, with specialized teams to deliver the best approach for the client Selectively leverage third party channels Increase revenue share per client Take advantage of recent packaged solutions (e.g. incms, ingen...) to facilitate sales through distribution channels Prioritize flagship clients in order to cross-sell and up-sell other projects and products Complement geographies' go-tomarket strategies with business specialized expertise to maximize returns from the targeted portfolio Assess risk and price accordingly Increase exhaustive control on offers and requisites Assess risk in new projects / geographies and clients that are new for Indra to avoid previous mistakes By re-balancing our business mix towards our own value-added products, we will increase both profitability and cross-selling activities 19

20 By leveraging the improved delivery model we will increase both profitability and customer references 04 Standardized products that will be produced efficiently In terms of costs, timings and scope Industrialized production Industrialized production Rigorous project management New high-end tools and processes for project management Deployed across all our verticals Keep improving customer experience so as to increase Loyalty among our current client base Positive external references to trigger new sales Customer experience and loyalty Overrun minimization Indra will focus on minimizing errors and, as a result, overruns in projects Improving Indra's profitability 20

21 Through Minsait we complement our vertical offer with high value-added solutions and catalyze its evolution 05 Go-tomarket Energy & Industry Financial Services TMT Public Admin & Healthcare Defence & Security Transport & Traffic Consulting + Markets + Other channels (for products) Digital solutions New business models Relationship with clients and citizens Redefining operations Risk Management & Cybersecurity Digital platforms Specific Own Property Solutions (Smart Home, Mobile Sales,...) Digital platforms (i.e. Sofia2...) Human capital Business Consultants Technology Consultants Experts in Cyber Designers 21

22 We are driving cultural change to be more focused on profitability and cash 06 Cultural change to be more focused on profitability and cash Individuals and teams are engaged for results Reinforce rigorous project management People Result-oriented behaviors Based on accountability......and linking employee remuneration to profitability KPIs Processes and tools Redefine offer approval processes Reinforce controlling to support performance measurement People skilled and ready for new strategy Promote specialized vertical business know-how Reinforce trainings and people development Organizational changes could be required to fit strategic guidelines A cash flow target has already been set to define Indra's top management team variable compensation 22

23 Defence & Security: drivers to boost our growth going forward Defence & Security Global and local investment recovery Proprietary product portfolio to boost international sales Commercial partnerships and Optimization of production and purchasing processes 23

24 Defence and Security market gaining momentum, significant opportunities well-aligned with Indra s strengths Defence & Security Indra is a specialist provider in selected market segments Indra's accessible market size (2015 Bn) Expected market growth (% CAGR ) Air Surveillance Military Simulation Maritime Surveillance Cyber Defence Air Surveillance 5 3 Prime Training and Simulation 12 6 Maritime Surveillance 6 8 Electronic Defence Satellite Communications Cyber Defense 6 10 Systems provider Electronic Defence 9 3 SATCOM 3 6 Main accessible geographies for European players are Europe, AMEA and LatAm Note: SATCOM: Satellite Communications. Source: Strategic Defence Intelligence, IHS Jane's.360, Visiongain, Indra Analysis. 24

25 We are a significant European player in the market segments of activity... Defence & Security European competitor Air Surveillance Military Simulation Maritime Surveillance Electronic Defence Satellite Communication Indra A B C D E Indra s position in Europe #2 #2 #2 #4 #4 Source: Strategic Defence Intelligence, IHS Jane's.360, Visiongain, Companies' websites. Indra Analysis. 25

26 Global and local investment recovery: changing economic cycle will strengthen Indra's business Defence & Security Global investment cycle recovery Increased uncertainty and local conflicts foster investments in Defence and Security Asymmetric warfare scenarios, global terrorist and piracy threats Huge raise in cyber attacks Tension increasing in Eastern Europe with NATO countries raising their defence budgets ISIS activity in North Africa and Middle East Increasing migratory pressure towards Europe Drug smuggling circuits in LatAm Spanish investment cycle recovery Better Spanish perspectives implying increased investment in Defence Major programs already budgeted in 2015 will help us develop new offerings NH90 Helicopters Total: c. 250M Top 89 countries in Defence spending ( Bn) 1-2% / year +3% / year F110 Frigate 8x8 Armoured Vehicles Space Surveillance & Tracking Radar Remotely Piloted Aircraft Systems (RPAS) On top of these macro trends, Defence value is migrating from platforms to systems and data 1. Sum of procurement and RTD&E Research, Testing, Development & Evaluation, stated in constant. Source: Jane's Defence Budgets October 2014, Kongsberg Gruppen, Pareto Securities Equity Research. 26

27 We will keep strengthening our network of commercial partners Defence & Security Air platforms Naval platforms Terrestrial platforms 27

28 Transport & Traffic: drivers to boost our growth going forward Transport & Traffic Take advantage of Single European Sky through SESAR & itec Push for nationwide projects Maintain growth and leadership in CNS equipment 28

29 ATM is an attractive market due to its sustained growth and stability Transport & Traffic Market dynamics Global market size Sustained growth 3Bn Global High entry barriers Expected growth rate (%/year) 4% 2% Large projects & equipment Technological lead (Europe) ATM Systems CNS Equipment Note: ATM: Air traffic management. CNS: Communication, Navigation & Surveillance. Source: Markets&Markets, Infinity Reports, Indra. 29

30 We are one of the most relevant partners at SESAR......and will materialize this through itec deployment Transport & Traffic Indra as one of the founding members of the Single European Sky R&D Joint Undertaking The itec Alliance aiming to cover an important portion of the Single European Space Phase I Phase II SESAR 2020 Indra as one of the three main industrial partners Expecting to start in 2016, Indra to keep a leading position itec: The system developed by Indra along with its air navigation service provider partners (DFS, NATS, ENAIRE, LVNL) to deploy the SESAR capabilities itec members potential new entrants Note: SESAR: Single European Sky ATM Research. itec: interoperability Through European Collaboration. DFS: Deutsche Flugsicherung. NATS: National Air Traffic Services. LVLN: Luchtverkeersleiding Nederland. Source: Indra. 30

31 We will maintain growth and leadership in CNS equipment by boosting our flagship products Transport & Traffic MSSR Flagship and leader product globally (outside of US) >175 installations worldwide References in China, India, Australia, Indonesia, Turkey, Poland, Spain, Latin America... Surveillance PSR Competitive and latest technology product Most-sold PSR in 2014 (outside of US) ILS Flagship and leader product globally (outside of US) Proven, reliable landing system that has guided aircraft to well over 100 millions safe landings In more than 1,200 runways worldwide in the most demanding airports Navigation DVOR DME DVOR: low cost and highly reliable equipment ready for the most severe conditions DME: highly reliable distance measuring equipment Note: MSSR: Monopulse Secondary Surveillance Radar. PSR: Primary Surveillance Radar. ILS: Instrument Landing System. DVOR: Doppler VHF Omnidirectional Range. DME: Distance Measurement Equipment. Source: Indra. 31

32 IT Verticals: drivers to boost our growth going forward IT verticals Product mix change towards higher value-added solutions and improving client mix Leverage Indra Digital's offering Take advantage of optimized delivery model 32

33 Our vision on IT value creation: core business operations with value-added digital solutions IT verticals Core business operations Industry & Retail Energy TMT Financial Services Digital Channel Management Plant Management Customer Management Billing Utilities Network Management Billing Telcos Network Management... Channel Management Core Operations Core business operations Operations Mobility Media Official Reporting Key drivers Key drivers Efficiency Reliability Industrialized delivery Proof of value Innovation trial & error Agility 33

34 We have a presence in very attractive market segments IT verticals Proprietary products 3rd party software Global Market Size (2015 Bn) Expected Market Growth (% CAGR ) Product development Vertical Solutions ~40 Vertical Solutions 6.8% AM, ITO, & IT Outsourcing IT Outsourcing, AM & ITO ~120 IT Outsourcing, AM & ITO 4.4% BPO BPO ~60 BPO 6.1% We will focus our strategy on boosting our portfolio of proprietary products Source: Gartner, BCG analysis. 34

35 Cash flow generation We have developed a unique portfolio of proprietary products for core business operations IT verticals Portfolio of proprietary products......balanced across the maturity curve Extended life cycle Energy & Industry TMT Media TV Financial Services Public Admin & Healthcare Product development catalyzed Elections Leading products implemented by our people all over the globe OSS solutions Elections Set of products supporting core business operations across the industry's whole value chain Last generation software co-developed by partnering up with key clients Impact with digital complementation Maturity By re-balancing our business mix towards our own value-added products, we will increase both profitability and cross-selling activities 35

36 Through Minsait we complement our vertical offer with high value-added solutions and catalyze its evolution IT verticals Go-tomarket Individual go-to-market for each vertical industry Leveraging deep know-how of specific client needs and realities Digital solutions Starting from the digital platform, we engineer digital solutions to close the gap between client needs and current technological assets We adapt our solutions to meet client requirements and maximize the value created for them Digital platforms A comprehensive portfolio of developed and proven platforms define the starting point to solve client issues This allows us to be steps ahead of our competitors and closer to the final solution our client needs Human capital Experienced and skilled people from innovative and creative backgrounds to think of issues that will need to be solved Indra Business Consulting and Competence Centers as main sources 36

37 Our vision: advanced technology partner for core business operations everywhere Continue building a high value-added product portfolio focused on technology for core business operations Focus our go-to-market strategy as partners to our clients leveraging our vertical businesses know-how Continuously improve our operations efficiency and delivery model Take advantage of new offer in Digital to accelerate growth over our vertical segments Base our sustainable growth goals on a culture focused on profitability and our people 37

38 We expect to grow at 2.5%-4.5% to generate ~ 200M of FCF in Revenues ( M) 2,938 CAGR 1 2.5%-4.5% Recurrent EBIT margin ( M) (% of revenues) 204 (6.9%) 10%- 11% FCF ( M) (% of revenues) 47 (1.6%) ~200 (~6%) Net Debt / EBITDA 2.5x ~1.0x 1. Organic growth. Constant exchange rates as of 2014 (average FX in 2014). 38

39 By implementing the cost reduction initiatives and the medium-term strategic guidelines, we will increase sales and profitability Rationale Sales 2014 ( M) Expected CAGR (%) Defence & Security Global and local investment recovery Proprietary product portfolio and proven track-record to boost international sales Strengthening of commercial partnerships and optimization of production and purchasing processes 509 3%-5% Transport & Traffic Take advantage of Single European Sky through SESAR and itec Push for Nation Wide projects Maintain growth and leadership in CNS equipment 620 3%-5% IT verticals Product mix change towards higher value-added solutions and improving client mix More focus on private and global clients More focus on national public clients in Public Admin Leverage Indra Digital's offering Take advantage of optimized delivery model 1,809 2%-4% 1. Organic growth. Constant exchange rates as of 2014 (average FX in 2014). 39

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41 Main Shareholders 20.14% Sociedad Estatal de Participaciones Industriales S.E.P.I (*) Others 46.10% 11.32% Corporación Financiera Alba (*) (*) Board of Directors representation Bestinver 3.01% 3.02% 3.16% 3.11% Orbis Allan Gray CNMV data. Identified shareholders with a position in excess of 3% 10.14% Telefónica, S.A. Schroder IM Limited Fidelity Management Research 41

42 Main Headlines 2015 FY15 Variation Local currency / reported FY14 Order Intake ( M) 2,651-11% / -12% 3,013 Revenues ( M) 2,850-2% / -3% 2,938 EBIT margin Recurrent 1.6% (1) -5.3 pp 6.9% (2) Net profit Reported ( M) -641 (3) (3) NWC (DoS) 30 (3) (3) Free Cash Flow Net Debt ( M) % 663 (1) Before non-recurrent items of 687M (2) Before non-recurrent items of 246M (3) After non-recurrent items 42

43 Revenues breakdown by geographies and verticals 2015 Spanish revenues break down by market 2015 Defence & Security 14% 13% Transport & Traffic Total 43% 57% Telecom & Media Energy & Industry 11% 17% 20% 25% Financial Services Transport & Traffic Security & Defence 24% 32% 76% 68% PPAA & Healthcare PPAA & Healthcare 51% 49% Revenues outside of Spain break down by market 2015 Telecom & Media 49% 51% Defence & Security 23% 29% Transport & Traffic Energy & Industry 49% 51% Telecom & Media 9% Financial Services 62% 38% Energy & Industry 14% 14% 11% Financial Services Spain Other Geographies PPAA & Healthcare 43

44 1Q16 down -6% in local currency, as in 4Q15 1Q16 Results 1Q16 Sales Reported Growth -11% Sales in Local Currency -6% M o/w Latam -57M o/w Brazil -30M o/w Latam -27M o/w Brazil -15M 628 1Q15 Variation 1Q16 1Q15 FX Impact Underlying growth 1Q

45 Brazil starting to turn around 1Q16 Results (local currency) 1Q15 1Q16 Variation Order Intake 224M 184M -18% Revenues 238M 201M -16% EBIT -52M 5M NA EBIT Margin -22% 2.5% +24.5pp 2 out of the 7 onerous projects already closed/finished Remaining onerous projects on track New organization, slimmer structure, efficiency plans and new commercial policy starting to pay-off 44 45

46 Margin improvement because of better direct margin in current projects and efficiency plans 1Q16 Results Recurrent EBIT Margin 1Q16 Contribution Margin by Divisions T&D IT 8,6% 13,2% 15,0% 19,0% 8,9% 4,6% 4,7% Contribution Margin 1Q16 Overheads Recurrent EBIT Margin 1Q16 1Q15 1Q16 1Q15 1Q16 Quarterly Recurrent EBIT margin evolution 3,5% 6,0% 4,6% 0,5% -4,0% 1Q15 2Q15 3Q15 4Q15 1Q

47 Strong FCF generation 1Q16 Results Quarterly FCF ( M) Underlying FCF FCF Q14 1Q15 2Q15 3Q15 4Q15 1Q16 Accumulated FCF LTM ( M) ,1 76, ,2-49,8 FCF 1Q16 Headcount reduction costs Cash cost of onerous projects Same Factoring as of Dec. 15* Underlying FCF 1Q16-113,9-135,6 FY14 1Q15 1H15 9M15 FY15 1Q16 (*) Non recourse factoring 46 47

48 Net Debt reduction 1Q16 Results Net Debt ( M) Net Debt Net Debt/EBITDA LTM (Times) 2,5 3,2 5,9 6,6 5,4 4,7 ND/ EBITDA LTM 4Q14 1Q15 2Q15 3Q15 4Q15 1Q

49 Debt structure ( M) 1Q Total % of total Total % of total 1Q16 Results L/T Debt % % S/T Debt 75 7% 79 8% Gross Debt 1, % 1, % Cash & Others 388 n.m. 342 n.m. Net Debt 659 n.m. 700 n.m. Cost of Net Debt 3.1% 4.2% Gross Debt Maturity Profile Available Credit Facilities ( M) 543 ( M) Available Facilities Net Debt Cash Beyond 2019 Credit Facilities Beyond

50 NWC improving because of Clients collections 1Q16 Results Net Working Capital (DoS) FY15 1Q16 Accounts Receivable Accounts Payable Inventory 49 50