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SKF Half-year results 2015 Alrik Danielson, President and CEO
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| 1 | SKF Half-year results 2015 Alrik | 13 | Operating profit as reported. 2013. |
| Danielson, President and CEO. 15 July | 2014. 2015. SEKm. Slide 13. | ||
| 2015. | 14 | Operating profit excluding one-time | |
| 2 | Highlights - examples of new business | items. 2013. 2014. 2015. SEKm. Slide 14. | |
| in Q2 2015. United Technologies | 15 | Operating margin. One-time items. * | |
| Corporation, USA Long-term contract Pratt | Excluding one-time items. 12.6*. 11.9*. | ||
| & Whitney Delivery of engine bearings | 11.7*. 11.0. 10.4. 5.8. %. Slide 15. | ||
| ReGen Powertech, India Pitch and yaw | 16 | Operating margin per business area, as | |
| bearing sets and mainshaft bearings PT. | reported. 2013. 2014. 2015. %. Industrial | ||
| Kereta API Indonesia (Indonesian Railways) | Market. Specialty Business*. Automotive | ||
| Tapered roller bearing units Floatel | Market. * Q4 2013, impacted by cost | ||
| International AB, Sweden Global service | related to Kaydon acquisition. Slide 16. | ||
| agreement including SKF Multilog IMx-M | 17 | Operating margin per business area, | |
| Volkswagen, Mexico Wheel hub and | excl. one-time items. 2013. 2014. 2015. %. | ||
| MacPherson suspension bearing units. Slide | Industrial Market. Specialty Business. | ||
| 2. | Automotive Market. Slide 17. | ||
| 3 | Highlights. Completed the divestment | 18 | Operating profit bridge, Q2 2015. 80. |
| of: - Erin Engineering and Research Inc. | +650. +2 383. +2 096. -223. -80. -140. -1 | ||
| to Jensen Hughes, a US-based engineering | 547. SEKm. Q2 2014. Organic sales in local | ||
| consultancy. - Two filtration businesses, | currencies. Currency impact. Savings from | ||
| Purafil and Kaydon Custom Filtration, to | cost-reduction programme. Other*. Q2 2015. | ||
| Filtration Group Corporation, an affiliate | One-time items at 2014 exchange rates. * | ||
| of Madison Industries. New products: - a | Includes general inflation, manufacturing | ||
| smaller version of a shaft alignment tool | and purchasing impacts, IT project, and | ||
| that it launched earlier in the year, | R&D. Slide 18. | ||
| designed to make shaft alignment easy and | 19 | Operating profit bridge, YTD 2015. +1 | |
| intuitive. - an upgraded version of the | 100. 80. +4 104. +2 096. -396. -780. -20. | ||
| third generation hub bearing unit, | -1 547. SEKm. YTD 2014. Organic sales in | ||
| designed to reduce preload, friction and | local currencies. Currency impact. Savings | ||
| CO2 emissions. Slide 3. | from cost-reduction programme. Other*. YTD | ||
| 4 | Highlights – customer awards received. | 2015. One-time items at 2014 exchange | |
| Awards from SKF distributors: -‘Supplier | rates. * Includes general inflation, | ||
| of the Year’ Motion Industries in Canada | manufacturing and purchasing impacts, IT | ||
| and in the Southeast and Midwest regions | project, and R&D. Slide 19. | ||
| of the USA -‘Supplier of the Year in | 20 | Employee productivity and efficiency. | |
| Transmission Imes Dexis, Benelux and | Expected productivity and efficiency gains | ||
| Technics 2014’ ‘Best Supplier Award Year | from new organisation on-track: - merging | ||
| 2014’ Shanghai Hanbell Precise Machinery | the two industrial businesses - general | ||
| Co., China ‘Best Supplier Award’ Shanghai | staff optimization and productivity | ||
| Automobile Gear Works, China ‘Best Plant | improvements Agreements have been reached | ||
| award’ The PSA Group, for SKF’s factories | covering 60% of the concerned individuals. | ||
| in St Cyr, France and Tudela, Spain. Slide | Q1 2015. Q2 2015. Target. Cost, SEKm. 535. | ||
| 4. | 224. 1 400. People affected. 575. 270. 1 | ||
| 5 | Automotive Market profit improvement | 500. Cost savings. -. 80. -. Annual cost | |
| programme. Clear aim of improving | savings, SEKm. 460*. 170*. 1 200. * On a | ||
| productivity and competitiveness Three | full-year basis, as of Jan 2016. Slide 20. | ||
| main focus areas: Products – Review of | 21 | Net working capital as % of annual | |
| product portfolio; emphasis on | sales. Target: 27%. 2013. 2014. 2015. %. | ||
| application-focused offerings with the | Slide 21. | ||
| specific performance required for the | 22 | Return on capital employed. 15.1*. | |
| application Competitiveness – Improve our | 14.8*. 14.7*. 13.9. 12.6. 7.5. One-time | ||
| overall competitiveness; focus on costs, | items. * Excluding one-time items. %. | ||
| manufacturing footprint and process | ROCE: Operating profit plus interest | ||
| technology Vehicle Service Market – | income, as a percentage of twelve months | ||
| Further adapt aftermarket and OEM | rolling average of total assets less the | ||
| offerings, as the design-life of products | average of non-interest bearing | ||
| delivered to OEM customers continues to | liabilities. Slide 22. | ||
| increase; adapt our aftermarket offering | 23 | Cash flow, after investments before | |
| to new reality, ensuring a competitive | financing*. 2013. 2014. 2015. SEKm. 4). | ||
| offer and value proposition for second and | 3). 2). 1). Excl. acq. and div.: 1) Q1 | ||
| third vehicle owners Actions to run as | 2013 SEK -69 million 2) Q3 2013 SEK 871 | ||
| part of normal business; possible | million 3) Q4 2013 SEK 1 122 million Excl. | ||
| restructuring costs to be communicated as | EU payment 4) Q2 2014 SEK 1 423 million. * | ||
| and if they occur Intention to develop | 2013 and 2014 are restated. Slide 23. | ||
| business as part of SKF. Slide 5. | 24 | Net debt. AB SKF, dividend paid | |
| 6 | SKF Group – Q2 2015. Financial | (SEKm): 2013 Q2 2 530 2014 Q2 2 530 2015 | |
| performance (SEKm). 2015. 2014. Net sales. | Q2 2 567. Cash out from major acquisitions | ||
| 19 961. 17 955. Operating profit. 2 383. 2 | (SEKm): 2013 Q1 823 2013 Q4 7 900. Cash | ||
| 096. Operating margin, %. 11.9. 11.7. | from divestments (SEKm): 2015 Q2 1 000. EU | ||
| Operating margin excl. one-time items, %. | payment (SEKm): 2014 Q2 2 825. 2013. 2014. | ||
| 12.9. 12.3. Profit before taxes. 2 241. 1 | 2015. SEKm. Net debt: Loans and net | ||
| 761. Basic earnings per share, SEK. 3.65. | provisions for post-employment benefits | ||
| 2.54. Net cash flow after investments | less short-term financial assets excluding | ||
| before financing. 1 654. -1 402*. Organic | derivatives. Slide 24. | ||
| sales change y-o-y: Organic sales change | 25 | Debt structure, maturity years. 850. | |
| y-o-y: Organic sales change y-o-y: SKF | 500. 500. 200. 110. 100. Available credit | ||
| Group. -1.5%. Europe. 0.7%. Industrial | facilities: EUR 500 million 2019 SEK 3 000 | ||
| Market. -2.5%. North America. -5.7%. | million 2018 EUR 150 million 2017. No | ||
| Automotive Market. 0%. Asia. -3.7%. | financial covenants nor material adverse | ||
| Specialty Business. 1.0%. Latin America. | change clause. Slide 25. | ||
| 4.6%. Middle East and Africa. 15.7%. | 26 | July 2015: SKF demand outlook Q3 2015. | |
| *Adjusted for the EU payment this is 1 423 | Demand compared to the third quarter 2014 | ||
| million. Slide 6. | The demand for SKF’s products and services | ||
| 7 | SKF Group – Half year 2015. Financial | is expected to be relatively unchanged for | |
| performance (SEKm). 2015. 2014. Net sales. | the Group, Europe and Asia. For North | ||
| 39 415. 34 689. Operating profit. 4 104. 4 | America it is expected to be lower and for | ||
| 120. Operating margin, %. 10.4. 11.9. | Latin America higher. For all business | ||
| Operating margin excl. one-time items, %. | areas it is expected to be relatively | ||
| 12.6. 11.9. Profit before taxes. 3 833. 3 | unchanged. Demand compared to the second | ||
| 548. Basic earnings per share, SEK. 6.11. | quarter 2015 The demand for SKF’s products | ||
| 5.26. Net cash flow after investments | and services is expected to be slightly | ||
| before financing. 2 642. -1 465*. Organic | lower for the Group. For Europe it is | ||
| sales change y-o-y: Organic sales change | expected to be lower and for all other | ||
| y-o-y: Organic sales change y-o-y: SKF | regions it is expected to be relatively | ||
| Group. -0.2%. Europe. 0.8%. Industrial | unchanged. For the business areas, | ||
| Market. -0.6%. North America. -4.1%. | Industrial Market and Specialty Business | ||
| Automotive Market. 0.3%. Asia. 0.6%. | it is expected to be relatively unchanged | ||
| Specialty Business. 0.8%. Latin America. | and for Automotive Market it is expected | ||
| 1.5%. Middle East and Africa. 15.0%. | to be lower. Slide 26. | ||
| *Previously published cash flow | 27 | Guidance for 2015*. Q3 2015: Financial | |
| information is restated and adjusted for | net: around -230 million Currency impact | ||
| the EU payment this is 1 360 million. | on operating profit vs 2014 Q3: 450 | ||
| Slide 7. | million, based on exchange rates June 30. | ||
| 8 | Organic sales growth in local | 2015: Tax level: below 30% for 2015 | |
| currency. 2013. 2014. 2015. % change | Additions to PPE: around 1 700 million for | ||
| y-o-y. Slide 8. | 2015. * Guidance is approximate and based | ||
| 9 | Organic sales growth in local | on current assumptions and exchange rates. | |
| currency. % y-o-y. 3.9%. -0.7%. -0.2%. | Slide 27. | ||
| Structure in 2013: 2.5% Structure in 2014: | 28 | Cautionary statement. This | |
| 3.7% Structure in 2015: -0.1%. Slide 9. | presentation contains forward-looking | ||
| 10 | Sales development by geography Organic | statements that are based on the current | |
| growth in local currency Q2 2015 vs Q2 | expectations of the management of SKF. | ||
| 2014. Europe 0.7%. North America -5.7%. | Although management believes that the | ||
| Asia/Pacific -3.7%. Latin America 4.6%. | expectations reflected in such | ||
| Middle East & Africa 15.7%. Slide 10. | forward-looking statements are reasonable, | ||
| 11 | Sales development by geography Organic | no assurance can be given that such | |
| growth in local currency YTD 2015 vs YTD | expectations will prove to have been | ||
| 2014. Europe 0.8%. North America -4.1%. | correct. Accordingly, results could differ | ||
| Asia/Pacific 0.6%. Latin America 1.5%. | materially from those implied in the | ||
| Middle East & Africa 15.0%. Slide 11. | forward-looking statements as a result of, | ||
| 12 | Components in net sales. 2013. 2013. | among other factors, changes in economic, | |
| 2013. 2013. 2014. 2014. 2015. 2015. Q1. | market and competitive conditions, changes | ||
| Q2. Q3. Q4. Q1. Q2. Q3. Q4. Q1. Q2. | in the regulatory environment and other | ||
| Organic. -8.0. -2.2. 2.0. 6.9. 5.8. 4.6. | government actions, fluctuations in | ||
| 3.2. 2.8. 1.4. -1.5. Structure. 1.5. 2.6. | exchange rates and other factors mentioned | ||
| 1.1. 4.8. 4.7. 3.8. 5.4. 0.9. 0. -0.2. | in SKF's latest annual report (available | ||
| Sales in local currency. -6.5. 0.4. 3.1. | on www.skf.com) under the Administration | ||
| 11.7. 10.5. 8.4. 8.6. 3.7. 1.4. -1.7. | Report; “Important factors influencing the | ||
| Currency. -4.0. -5.0. -2.2. -2.1. -0.1. | financial results", "Financial | ||
| 1.1. 5.3. 8.9. 14.9. 12.9. Net sales. | risks" and "Sensitivity | ||
| -10.5. -4.6. 0.9. 9.6. 10.4. 9.5. 13.9. | analysis”. Slide 28. | ||
| 12.6. 16.3. 11.2. Percent y-o-y. Slide 12. | 29 | ||
| SKF Half-year results 2015 Alrik Danielson, President and CEO.pptx | |||
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SKF Half-year results 2015 Alrik Danielson, President and CEO
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SKF Half-year results 2015 Alrik Danielson, President and CEO