Waberer's International Nyrt. · BET:WABERERS
Waberer's International Nyrt — Investor Day (December 2021)
24 slides from Waberer's International Nyrt's investor day presentation, Dec 2, 2021
Slide 1: Waberer's Group Investor Day
WABERER’S GROUP Investor Day 2 December 2021
Slide 2: Forward-looking statement
Forward-looking statement This presentation may contain forward-looking statements. Statements that are not historical facts, including statements about our beliefs and expectations, are forward-looking statements. These statements are based on current plans, estimates and projections, and therefore
Slide 3: Agenda
Agenda Waberer’s at a glance Company turnaround story Waberer’s 2025 – Source of future growth Infrastructure development Service complexity expansion Diversification Future expectations Appendix |3
Slide 4: Waberer's Group at a glance
Waberer’s Group at a glance* Revenue Recurring EBITDA € 580 m € 70 m ITS HU LINK RCL WHB • Leading own-fleet and • Poland-based provider of • Market leader Hungarian • #3 largest player in the freight forwarder player in FTL road transport and complex logistics service Hungarian vehicle related the
Slide 5: Drivers of turnaround
Drivers of turnaround ITS business model “Taxi” model Tradelane model ITS Q1-Q3 cumulated EBIT (EUR m) 0 change d -3 Germany a Austria -18 -17 2018 2019 2020 2021 Focus on segments • Group level optimisation focusing on the increase of high more favourable & operation with Weight of segments margin
Slide 6: Results of turnaround
Results of turnaround Group recurring EBIT (EUR m)1 2018: EUR – 1.3 m 2019: EUR – 11.0 m 2020: EUR 2.1 m 2021 1-9 months: EUR 18.9 m 7.7 6.6 3.3 3.5 4.5 3.2 0.7 0.1 1.2 -1.7 -0.6 -2.7 -2.7 -5.9 -8.6 Q1 18 Q2 18 Q3 18 Q4 18 Q1 19 Q2 19 Q3 19 Q4 19 Q1 20 Q2 20 Q3 20 Q4 20 Q1 21 Q2 21 Q3 21 Group net d
Slide 7: Pillars of Waberer's Group strategy
Pillars of Waberer’s Group strategy Strategic Goal Business goal Projects Fleet replacement Increase of cost based Infrastructure competitiveness Warehouse development development Digitalization Value added services More favourable margins E-commerce Service complexity expansion Inhouse logistics St
Slide 8: Infrastructure development I. – Fleet replacement
Infrastructure development I. – Fleet replacement Goal of fleet replacement Financials At a 2 – 2.5 year average fleet age: • Decrease operational cost level (fuel & repair cost, higher truck availability); • EUR 2.5 – 3.5 m direct cost saving • Improve working conditions of drivers; • Increase of l
Slide 9: Infrastructure development II. – Warehouse development
Infrastrucrure development II. – Warehouse development Goal of warehouse development Financials • Lower operational cost level • CAPEX: EUR 30 - 35 m (in 2022 – 2024) • Optimized design • D&A of own warehouse is lower by minimum 30-50% • Opportunity to install green electricity producing than curren
Slide 10: Service complexity expansion I. – ITS Value added services (VAS)
Service complexity expansion I. – ITS Value added services (VAS) Goal of service complexity expansion Financials (own fleet) Ratio of VAS services Margin increase due to VAS services • Improve operational margin Min. +5%pont • Move to subsegments with less intensive +38%point competition 54% 5% • Ex
Slide 11: Service complexity expansion II. – E-commerce service (home delivery)
Service complexity expansion II. – E-commerce service (home delivery) Goal of home delivery service Financials Revenue (EUR m) EBIT margin • Exploit the growth of e-commerce parallely with the current service of retail chains 3.6 4-7% • Increase service mix & complexity for current customer base to
Slide 12: Service complexity expansion III. – Inhouse logistics
Service complexity expansion III. – Inhouse logistics Goal of inhouse logistics expansion Financials – in 2025 • Increase the customer base of strategic Revenue EBIT partnership based on high added-value services • Deeper integration to supply chain process of current customers by also cooperating w
Slide 13: Service complexity expansion IV. – Waberer's Go Green
Service complexity expansion IV. – Waberer’s Go Green Intermodal service Testing alternative vehicles Internal operation -90% CO2 • Ongoing tests in the RCL segments with our strategic partners • Forklift fleet replacement (VOLVO & Renault): • Lower consumption Value-added service • VOLVO LNG truck
Slide 14: Diversification I. – Regional expansion
Diversification I. – Regional expansion Goal of regional expansion Financials • Regional solutions for existing multinational clients Revenue EBIT • New growth opportunities • Increase the role of high margin complex logistics EBIT margin services level Not forecastable • Exploit the opportunities o
Slide 15: Diversification II. – WHB Insurance market strategy
Diverzification II. - WHB Insurance market strategy Strategic evolution 2022 - Diversification in the Solve difficulties in Service to 3rd party Step to further Business goal insuring own fleet clients vehicle insurance segments market Fleet insurance market Insurance of Strategic answer Inhouse ins
Slide 16: Waberer's Group - Base (2021) & Effect of projects
Waberer’s Group - Base (2021) & Effect of projects Revenue (EUR m) Recurring EBIT (EUR m) 807 49 569 2 2020 2021 2025 2020 2021 2025 Net indebtedness (EUR m) 179 185 175 Major factors influencing net debt level: 122 • Fleet replacement program 108 • Own warehouse development • Financing of regional
Slide 17: Current external operational challenges
Current external operational challenges Risk Segment Actions (I) Fuel claues in Key Account contracts Fuel price increase ITS & RCL (II) Instant price correction at spot orders pricing (I) Increase of foreign driver pool Shortage of employees ITS & RCL (II) Price increase in line with market trends
Slide 18: Appendix
Appendix Wasenrer's
Slide 19: ITS (International Transportation) segment
ITS (International Transportation) segment Financials (EUR m) Key account focus Revenue Recurring EBIT 40% +2% 331 +17.0 250 255 0.2 21% 18% 11% 10% -16.8 2020 2020 2021 -20.9 I- IX I - IX 2020 2020 2021 Automotive Electronics Retail FMCG Other I- IX I - IX Tradelane model Geographical 1 focus (6 Tr
Slide 20: RCL (Regional Contract Logistics) segment
RCL (Regional Contract Logistics) segment Financial (EUR m) Diversified portfolio1 Revenue Recurring EBIT 32% +6% 29% 174 135 +1.9 22% 128 13.8 10.6 8.7 7% 7% 3% 2020 2020 2021 2020 2020 2021 I- IX I - IX I- IX I - IX Retail Automotive FMCG ElectronicsContainer Other High added value services with s
Slide 21: Insurance (Other) segment
Insurance (Other) segment Financials– 3. party clients (EUR m) Insurance partner of the Group & 3rd party clients Revenue Recurring EBIT Revenue +6% 72 57 +1.3 15% 54 9.2 8.0 Waberer’s Group fleet 6.7 50% 3rd party residential customers 35% 3rd party business customers 2020 2020 2021 2020 2020 2021
Slide 22: Capital market performance
Capital market performance Share price vs. Target price1 4 000 Share price 3 500 Average target price 3 000 2 500 2 000 1 500 1 000 500 2020.06 2020.09 2021.01 2021.04 2021.07 2021.11 Average daily trade volume (HUF m) Peer performance analysis (Jan – Nov 2021)2 41% +95% 34 25% 20% 18% 17 WABERER’S
Slide 23: Effect of oil price change of Group profitability
Effect of oil price change of Group profitability Profitability vs. Oil price 6 80 5.1% 73 5 68 70 64 62 62 61 4 69 4.5% 60 51 3 45 3.2% 50 43 2 2.5% 40 34 1 0.9% 0.1% 30 0 -0.4% -1.0% 20 -1 -1.5% -2 10 -3 -2.4% 0 -3.4% -4 -10 Q1 19 Q2 19 Q3 19 Q4 19 Q1 20 Q2 20 Q3 20 Q4 20 Q1 21 Q2 21 Q3 21 Group r
Slide 24: Thank you for your attention
Thank you for your attention WABERER’S INTERNATIONAL Nyrt. H-1239 Budapest, Nagykőrösi út 351. Tel: +36 1 421 6300 E-mail: investor.relations@waberers.com
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