Slide 1: NAHL Full Year Results Presentation May 2021
NAHL Full Year Results _ Presentation May 2021
Slide 2: Introduction
2020 Final Results Introduction Agenda Presentation team Tim Aspinall – Chair 1. 2020 in Summary Tim became Chair in October 2020, having been a Non- Executive Director since June 2016. 2. Financial Results In addition to his role at NAHL, he advises professional service firms on strategy and M&A, 3
Slide 3: 2020 in Summary
2020 in Summary Trading resilience and strategic progress Trading resilience Strategic progress • The Personal Injury business transformation is complete. • COVID-19 significantly impacted our markets, causing We have created a modern, technologically enabled law fewer consumer accidents which affec
Slide 4: Financial Results
Financial Results 2020
Slide 5: Financial highlights
2020 Final Results Financial highlights Underlying operating Revenue -20% profit1,2 -46% Profit before tax1 +£2.1m £40.9m 2019: £51.3m £5.7m 2019: £10.4m £(0.2)m 2019: £(2.3)m Underlying EPS1,2 -80% Free cash flow1 +£7.8m Net debt1 at 31 Dec -22% 1.9p 2019: 9.4p £6.1m 2019: -£1.7m £16.3m 2019: £21.0
Slide 6: Financial Performance
Financial Performance Resilient trading in face of COVID-19 challenges £m 2020 2019 +/- % Consumer Legal Services 29.5 37.7 (8.2) -21.8% • Financial performance significantly affected by Critical Care 11.3 13.6 (2.2) -16.4% Revenue 40.9 51.3 (10.4) -20.3% COVID-19 Consumer Legal Services 5.4 8.8 (3.
Slide 7: Cash flow
Cash flow Significantly improved cash generation Net cash generated from operating activities £11.0m • Management focused on cash generation to £9.3m improve liquidity £4.5m • Net cash generated from operating activities £2.8m £1.5m increased by 615% to £11.0m • Personal Injury business model flexed
Slide 8: Balance Sheet
Balance Sheet De-risked balance sheet and reduced net debt Net debt £21.0m £16.3m • The Group carefully managed cash resources and £15.5m £12.1m took actions to conserve cash • Net debt reduced by 22% from £21.0m to £16.3m £6.3m • £25m debt facility with Yorkshire/Clydesdale Bank extended to Decembe
Slide 9: Our Businesses
Our Businesses
Slide 10: Consumer Legal Services
Consumer Legal Services Flexible model supports profit and cash generation Trading resilience demonstrated in 2020 Good progress made with our strategic initiatives • Revenue decreased 22% to £29.5m (2019: £37.7m) but 1. National Accident Helpline website re-platform division remained profitable wit
Slide 11: Consumer Legal Services: A leader in personal injury legal services
Consumer Legal Services A leader in personal injury legal services A flexible, self-funding business model, purpose built to generate shareholder Our Businesses returns across the cycle Highly productive marketing engine, powered by the sector’s most trusted brand, National Accident Helpline Placeme
Slide 12: Consumer Legal Services: Building the UK's leading volume processor
Consumer Legal Services Building the UK’s leading volume processor 1. Successfully converting 2. Winning claims, delivering for 3. Building a store of value to enquiries into claims customers drive future growth Although we temporarily slowed placement 15% increase in claims won in 2020, Our estimat
Slide 13: Critical Care
Critical Care A leading player in the catastrophic injury market Trading resilience demonstrated in 2020 Good progress made with our strategic initiatives • Revenue decreased 16% to £11.3m (2019: £13.6m). 1. Expansion into high-value multi-track claims Underlying operating profit fell 28% to £3.6m (
Slide 14: Bush & Co
Bush & Co A trusted brand underpinned by strong fundamentals and growth opportunities A valued and essential service • Bush, with a strong heritage and brand, supports individuals who have been seriously injured Our Awards • A market with intrinsic, underlying demand for services The standout brand
Slide 15: Our Strategy
{e) NAHL Our Strategy
Slide 16: Consumer Legal Services: Our strategy
Consumer Legal Services Our strategy Strategy Strategic Priorities Our strategy to generate increased value in a post-reform • After the implementation of the legal reforms on 31 May environment principally comprises three elements: 2021, National Accident Law will process 100% of RTA enquiries and
Slide 17: Critical Care: Our strategy
Critical Care Our strategy Strategy Strategic Priorities We will build on our position as a leading player in the • Launch our new proprietary digital medico legal report catastrophic injury market by: writing tool for Expert Witness in Q2 2021 1. Continuing to nurture our strong and diverse custome
Slide 18: Summary and Outlook
NAHL Summary and Outlook
Slide 19: Summary and Outlook
Summary and Outlook Trading resilience and strategic progress Summary Outlook • The Group responded decisively to COVID-19, • The third national lockdown in January caused another demonstrated resilience and delivered an operating profit reduction in accident numbers in the market, affecting our rev
Slide 20: Appendix
NAHL . ‘ Appendix
Slide 21: COVID-19 Response
COVID-19 Response Managing through the pandemic Return Resilience Reaction Month 6 – 18 Created a plan to return the business to Month 1 – 6 growth, scaling quickly as lockdown eased and Month 0 – 1 Addressed near-term cash management, the longer-term impact becomes clearer liquidity and resilience
Slide 22: Personal Injury
Personal Injury A flexible, self-funding business model, purpose built to generate shareholder returns across the cycle