2005 full year results presentation wednesday, 23 november 2005
TRANSCRIPT
2005 Full Year Results Presentation
Wednesday, 23 November 2005
Content
• Full year review and highlights (Andrew Lindberg)
• Financial performance (Paul Ingleby)
• Strategy and outlook (Andrew Lindberg)
Full year review and highlightsAndrew Lindberg
Managing Director, AWB Limited
NP
AT
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tit
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($m
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Pro
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NPAT before significant items ($m) 2nd Half
NPAT before significant items ($m) 1st Half
Production (million tonnes)
Diversification pays dividends
Financial result – year ended 30 September ($m)
2004 2005 Change (%)
PBTA 184.9 184.5 (0.2)
NPAT before significant items 96.9 115.3 19
Reported NPAT 96.9 157.1 62.1
0
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80
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120
140
2001 2002 2003 2004 2005
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30
Financial highlights from the year
• AWB demonstrated the effectiveness of its diversification strategy and delivered profit before tax, sale of Futuris shares and amortisation (PBTA) of $184.5 million compared with $184.9 million in the pcp.
• First time AWB has increased its year on year NPAT (before significant items) when it has received lower year on year wheat volumes.
• Reported NPAT up 62% on the pcp to $157.1 million. (including the profit on sale of investment in FCL.
• NPAT before significant items was $115.3 million, up 19% compared to $96.9 million in the pcp.
• Reported EPS was up 59% to 45.7 cents per share.
• Final dividend has increased to 13 cents per share fully franked, bringing the total full year dividend to 29 cps, up 16%.
• Landmark integration targets of $24.5 million achieved since acquisition, against a target of $20-25 million.
• Landmark, Finance & Risk Management and Pool Management Services all demonstrated strong year on year growth.
Significant developments during the year
• The Landmark lending book continued its growth to over $1.5 billion, up 41% on the pcp.
• AWB maintained its leadership position in the harvest finance market with the AWB harvest loan book peaking at $1.1 billion.
• Deposits increased from $254m to $550m.
• AWB Group developed its own funding vehicle ‘Rural Trust’ - providing the platform for Landmark loan book growth and strengthened position in agri-finance market.
• Expansion of international trading in Geneva. Indian trading operations commenced.
• Establishment of strategic partnership in fertiliser with Elders and WMC Resources (now BHP Billiton), including the acquisition of 33% of Hi-Fert.
• Pool Management launched their ‘Shaping the Future’ strategy to strengthen their competitiveness in the international wheat market. New offices were opened in Singapore and Beijing.
• Positioned to move forward with a more integrated business model.
EBIT summary
(8.3) 4.6 4.6(26.9)3.7 16178.2 171.9
0
50
100
150
200
September 2004EBIT
PoolManagement
Services
GrainAcquisition &
Trading
Supply Chain &Other
Investments
Finance & RiskManagement
Products
Landmark Corporate Items September 2005EBIT
$m
Our scorecard to date
2003 2004 2005 3 year target
EPS (cps)* 16.8 39.1 43.5 continual growth
ROE (%)* 5.4 13.6 13.8 15
Dividend (cps) 25 25 29 stable dividend
*Before significant items & amortisation of goodwill and software
Diversification has made shareholder return less dependent on season downturns
Financial Performance Business Streams
Paul Ingleby Chief Financial Officer, AWB Limited
Statement of financial performanceAWB Group Summary
($m) Full Year Ended 30 September
2002 2003 2004 2005
Revenue 2,319.6 2,211.9 5,344.6 5,156.5
EBITDA 165.3 93.0 261.4 251.2
Depreciation and amortisation 14.5 29.8 83.2 79.3
EBIT 150.8 63.2 178.2 171.9
Interest 2.3 -4.3 -31.1 -24.6
PBT 153.1 58.9 147.1 147.3
Tax -45.3 -14.7 -49.4 -31.7
Outside equity interest -0.6 -0.3 -0.8 -0.3
NPAT before significant items 107.2 43.9 96.9 115.3
EPS (¢) 39.2 15.9 28.8 33.5
Significant items after tax 0.0 0.0 0.0 41.8
Reported NPAT 107.2 43.9 96.9 157.1
EPS (¢) 39.2 15.9 28.8 45.7
Amortisation (goodwill and software) - 2.4 37.8 37.2
PBTA 153.1 61.3 184.9 184.5
NPAT before significant items and amortisation of 107.2 46.3 131.5 149.5
goodwill and software
EPS (¢) 39.2 16.8 39.1 43.5
Dividend per share $0.25 $0.25 $0.25 $0.29
ROE 13.9% 5.4% 13.6% 13.8%
Pool Management Services
• Pool Management Services contributed an EBIT of $36.3m for the full year, a 11% lift on the pcp.
• 20mt managed through the 2003/04 Pool and 14.6mt tonnes through the 2004/05 Pool.
• Total base fee for the 2003/04 Pool was $63.5m. 90% of the base fee for the 2004/05 Pool is now recognised, providing revenue of $58.6m.
• Costs allocated to Pool Management Services up 3% on the pcp, mainly due to expansion of AWB’s Asian office network and investment in technology and systems.
• Base fee has been de-linked from Pool value and fixed to the cost of providing services to the Pool. The Out Performance Incentive (OPI) structure is now divided into two tiers.
Full Year Ended 30 September ($m)
2004 2005 Change
Revenue 95.2 100.9 6%
EBITDA 32.6 36.3 11%
Depreciation and amortisation
0.0 0.0 0%
EBIT 32.6 36.3 11%0
10
20
30
40
2002 2003 2004 2005
2H
1H
EBITDA – Pool Management Services
EB
ITD
A $
m
0
20
40
60
80
100
120
2002 2003 2004 2005
2H
1H
• Grain Acquisition & Trading contributed EBIT of $75.9m, 26% below the pcp, attributed mainly to adverse conditions in the Australian grain trading operations.
• Expanding international trading business continued to provide favourable trading results and remains a strong platform for the Group.
• Chartering continued to perform well through trading freight forward agreements (FFA’s) within predetermined limits.
• More difficult trading and seasonal conditions reduced the contribution from Australian Trading.
• Livestock trading experienced favourable margins in buoyant market conditions and traded over 65,000 of cattle.
Grain Acquisition & Trading
Full Year Ended 30 September ($m)
2004 2005 Change
Revenue 2207.2 2348.4 6%
EBITDA 104.7 77.9 -26%
Depreciation and amortisation
1.9 2.0 0%
EBIT 102.8 75.9 -26%
EBITDA – Grain Acquisition & Trading
EB
ITD
A $
m
-4
0
4
8
12
16
2002 2003 2004 2005
2H
1H
Supply Chain & Other Investments
Full Year Ended 30 September ($m)
2004 2005 Change
Revenue 108.8 76.6 -30%
EBITDA 14.5 6.7 -54%
Depreciation and amortisation
12.7 13.2 0%
EBIT 1.8 (6.5) > -100%
• Supply Chain & Other Investments incurred an EBIT loss of $6.5m for the year, compared to $1.8m profit in the pcp.
• Grain Centres experienced competitive pressures and difficult seasonal conditions. Receivals of over 1.3m tonnes were down from over 1.8m tonnes in the pcp.
• Melbourne Port Terminal (MPT) and overseas investments overall contribution remained steady.
• MPT’s contribution to the Group decreased compared to the pcp, primarily due to lower throughput volumes for the year.
• Overseas investments maintained their EBIT contributions at a comparable level to the previous year.
EB
ITD
A $
m
EBITDA – Supply Chain & Other Investments
0
10
20
30
40
50
60
70
2002 2003 2004 2005
2H
1H
Finance & Risk Management Products
• The EBIT contribution from Finance & Risk Management Products was $36.3m for the year, 15% higher than the pcp.
• AWB’s Harvest Finance market share remains stable, reflecting AWB’s extensive industry expertise.
• The contribution from Harvest Finance products decreased compared to the pcp mainly due to lower wheat prices and production.
• AWB’s Risk Management business performed well, mainly attributable to increased activity from the OTC desk in the Portland office.
• Strong contribution from Treasury Management.
Full Year Ended 30 September ($m)
2004 2005 Change
Revenue 1284.2 701.6 -45%
EBITDA 31.7 36.3 15%
Depreciation and amortisation
0.0 0.0 0%
EBIT 31.7 36.3 15%
EB
ITD
A $
m
EBITDA – Finance & Risk Management Products
-20
0
20
40
60
80
100
2002 2003 2004
2H
1H
Landmark
• Landmark contributed an EBIT of $81.3m for the year, 6% higher than the pcp.
• Merchandise and fertiliser sales increased by 3% compared with the pcp.
• Livestock gross profit was comparable to the pcp. Higher cattle prices offset by reduced volumes and lower sheep prices offset by higher volumes.
• Real Estate sales increased by 5% on the pcp. Increase in prices driven by excellent demand for prime rural property.
• Wool gross profit was down by 7% on the pcp, primarily due to a reduction in wool prices and a reduction in volumes.
• Finance gross profit increased on the pcp. 41% increase in the loan book to a balance of $1.6b. Interest bearing deposits increased 86% to $550m.
• Insurance gross profit increased compared with the pcp.
Full Year Ended 30 September ($m)
2004 2005 Change
Revenue 1646.2 1682.6 2%
EBITDA 93.0 94.3 1%
Depreciation and amortisation
16.3 13.0 0%
EBIT 76.7 81.3 6%
EB
ITD
A $
m
EBITDA – Landmark
Corporate Items
• Corporate division contributed an EBIT expense of $51.4m, compared with a $67.4m expense in the pcp.
• Decrease in Corporate overheads mainly due to non-recurring integration and restructuring costs associated with Landmark acquisition incurred in the pcp.
Full Year Ended 30 September ($m)
2004 2005 Change
Revenue 3.0 246.4 > 100%
EBITDA (15.1) (0.3) -98%
Depreciation and amortisation
52.3 51.1 -2%
EBIT (67.4) (51.4) -24%
EB
ITD
A $
m
EBITDA – Corporate Items
-30
-25
-20
-15
-10
-5
0
5
10
2H
1H
2002 2003 2004 2005
Financial performanceAWB Group
Statement of financial position
Year Ended 30 September
($m) 2004 2005
Cash 48.2 54.2
Working Capital Items 535.3 611.9
Grower Loan Receivables 575.2 410.9
Advanced & Deferred Payment Products 273.2 167.0
Finance Options for Growers 848.4 577.9
Investments 681.0 561.1
Property, Plant, and Equipment 319.6 277.7
Short Term Deposits 515.8 393.2
Interest Bearing Deposits (Landmark) (304.4) (535.4)
Deposits - AWB National Pools (1,108.9) (565.9)
Bank Loans (488.8) (257.3)
Net Debt (1,386.3) (965.4)
Net Assets 1,046.2 1,117.4
Shareholders' Equity 1,046.2 1,117.4
Cashflow
Full Year Ended 30 September 2005 ($m) 2004 2005
Profit before tax 147.1 202.6
Add: depreciation & amortisation 83.3 79.3
Less: profit on sale of n/c assets (5.5) (60.5)
Add: other non-cash items (53.9) 18.8
170.9 240.1
Increase in working capital balances (147.3) (76.6)
Finance options for growers (367.4) 270.6
Income taxes paid (net) 8.7 (63.2)
Cash flows from operating activities (335.1) 370.9
Payments for pp&e* (net) (19.7) (7.9)
Proceeds on sale of investments (net) (32.3) 148.7
Proceeds from short term deposits (479.8) 122.6
Cash flows from investing activities (531.8) 263.4
Proceeds from issues of shares 75.7 8.3
Net decrease in interest bearing liabilities 839.2 (543.5)
Dividends paid (54.6) (93.1)
Cash flows from financing activities 860.3 (628.3)
Net increase / (decrease) in cash held (6.6) 6.0
*property, plant & equipment
Capital expenditure
($m) Full Year Ended 30 September Change
2004 2005 %
Grain Centres construction 1.9 7.2 279%
System development & other plant & equipment 25.1 30.00 20%
New building costs 8.5 0.0 -100%
Total 35.5 37.2 5%
Depreciation and amortisation * 56.2 51.2 -9%
* excludes goodwill amortisation
IFRS Update
A-IFRS impact
• First A-IFRS compliant reporting will be 31 March 2006
• Project to manage transition has been completed and remaining tasks have been transferred to existing functional areas
• AWB expects to fully comply
• Major impacts:– Goodwill amortisation replaced by impairment testing– Grain centres reduced carrying value on transition– Expense share based payments– No hedge accounting for derivatives– Grain trading inventory at fair value
A-IFRS Analysis - High Impact
AASB Ref Description Impact
AASB 1 First Time adoption – elections available
Grain centre plant and equipment at fair value (see also AASB 136)No AASB 139 comparatives.No AASB 3 re-opening of business combinationsNo AASB 121 transfer of cumulative translation differences to opening retained earnings.
AASB 2 Expensing share based payments
Black Scholes modelling of executive performance rights with 4 year amortisation period – used for current AASB 1046 compliance. Other schemes expensed as incurred. Loan schemes currently an IFRIC issue, however treatment as a financial instrument is preferred.
AASB 136 Goodwill impairment testing 30 September 2004 carrying value supported by impairment testing at 30 September 2005. 2005 amortisation entries will be reversed for A-IFRS comparatives.
AASB 136 Grain centre impairment testing Use of discounted expected future cash flows from grain centre assets will result in recognition of lower carrying value on transition.
AASB 102 Inventories Full P&L for trading businesses as inventory standard is not applicable to commodity traders (fair value less costs to sell permitted). Landmark inventory remains lower of cost or net realisable value.
AASB 139 Derivative Hedges No hedge accounting sought. Full P&L given onerous documentation and transaction matching requirements combined with complimentary treatment of inventory and forwards
A-IFRS financial impact
Sept 2005
Impact $'000
Share Based Payments Negative
Increase in operating expenses 2,154
Reduction in opening equity 226
Increase in equity reserves 2,380
Business Combinations Positive
Reduction in operating expenses 27,190
Property, Plant and Equipment Negative
Reduction in P, P&E 30,658
Reduction in opening equity 30,658
Reduction in depreciation expense 2,725
Software Development reclassified Neutral
Increase in intangible assets 47,225
Reduction in P, P&E 47,225
Strategy and outlookAndrew Lindberg
Managing Director, AWB Limited
Landmark back office integration complete
1. Customer Management
2. Product Development
3. Channel Strategy
Channel management to optimise AWB-Landmark’s combined distribution network
Integrated customer management developed across the distribution network combining systems and processes to better understand and serve our customers
Back office integration is complete, our focus has shifted to implementation of the IBM
New products and bundles being developed incorporating products from across Landmark and AWB range to better meet our customers needs
Integration Integrated Business Model“generating new revenue growth opportunities”
Looking forward…
• AWB’s strategy is to be Australia’s leading agribusiness through becoming the ‘business partner of choice’ for primary producers and end customers
• Execution of this vision will enable AWB to deliver its financial objectives of:– Strengthening core business.– Growing and diversifying to improve the quality of the
earnings and reducing the share of ‘Pool’ based earnings.
Looking forward…
• In the medium term, AWB expects to be less reliant on Pool and Pool related earnings.
• AWB will achieve its financial objectives by working towards substantial growth in the following three segments:
Rural Services
Commodity Management
Financial Services
People and Capability
Commodity Management
How will we achieve our financial objectives?
• Diversification into select profitable segments (eg livestock, other origin grains) and niche assets.
• Expansion and diversification of the international trading network.
What we’ve done this year…
• Our international presence has continued to grow with the recent opening of an AWB office in New Delhi.
• Livestock trading is now fully integrated into the AWB Group.
Financial Services
How will we achieve our financial objectives?
• Growing the lending and insurance business.
• Moving into selected new products and services.
What we’ve done this year…
• Developed our own funding vehicle ‘Rural Trust’ for the lending business.
• Recently launched a new set of price risk management products.
• Released new harvest finance products.
Rural Services
How will we achieve our financial objectives?
• Optimising network operations.• Growing merchandise, fertiliser
and real estate.• Retaining market share and
managing profitability in livestock and wool.
What we’ve done this year…
• Established strategic partnership in Fertiliser, including the acquisition of 33% of Hi-Fert.
• Further growth targeted in the rural residential sector.
• Landmark back office integration completed, focus now on implementation of the integrated business model.
Outlook – Commodity Management
• AWB’s 2005/06 forecast for domestic wheat production is 23-25m tonnes
• World wheat production in 2005/06 is estimated to be around 608m tonnes, around 17m tonnes less than the previous season.
• Global wheat consumption will continue to increase and remain ahead of world production (2005/06 consumption forecast is 619mt)
• AUD is expected to weaken against the US into late 2005 and early 2006
• Continued offshore expansion within the Group is expected.
440
490
540
590
640
92/9
393
/94
94/9
595
/96
96/9
797
/98
98/9
999
/00
2000
/01
2001
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2003
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2004
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Ton
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ion)
World Production World Consumption
World Wheat Production & Consumption
Outlook – Financial Services
• Landmark remains a genuine alternative to the banks, with complete lending solutions offered through the Group’s recently established ‘Rural Trust.’
• Lending growth for the last year was well above the industry trend and that growth is expected to continue going forward.
Outlook – Rural Services
• Australian beef exports remain strong and are still benefiting from the absence of US and Canadian beef exporters in our traditional markets.
• Some potential for softening of livestock prices when the US regains market access into the Korean and Japanese markets.
• Merchandise and fertiliser looks promising with good seasonal conditions also supported by Landmark business set to benefit from synergy benefits.
• In the Real Estate market, property prices are expected to ease after a strong two years.
• Wool prices are expected to remain flat in the short term, as they remain highly sensitive to the AUD/USD exchange rate.
Outlook – AWB Group profit for 2006
AWB is expecting pre tax profits to be around 10% higher than this year’s PBTA of $184.5 million, subject to normal seasonal and operating conditions.
A more robust business platform and improvements in key market drivers will support the lift.
Questions
For more information contact:
Delphine Cassidy
Head of Investor Relations
Ph: +61 3 9209 2404
Email: [email protected]
www.awb.com.au