Slide 1: Corporate Presentation Ferreycorp
Corporate Presentation Ferreycorp November 2022 hacemos posible el años, desarrollo de los lugares en los que estamos.
Slide 2: Overview of the Company
Overview of the Company • Ferreycorp was established in 1922 focusing in commercialization of consumption products. • In 1942 , the company assumes the representation and strategic alliance with Caterpillar Tractor (almost 80 years ago) in Peru and entered the capital goods field. • In the same deca
Slide 3: Portfolio Diversification
Portfolio Diversification Thanks to the experience and knowledge acquired with Caterpillar, the corporation and its subsidiaries have established strong long-term relationships with a number of global brands. Ferreycorp has consolidated as a prestigious portfolio of represented brands, becoming the
Slide 4: Ferreycorp Strategy and Capabilities
Ferreycorp Strategy and Capabilities
Slide 5: Corporation's Operating Model
Corporation´s Operating Model Role of Parent Role of subsidiary Shared services center Company companies STRATEGIC COHERENCE STANDARDIZATION AND OPERATIONAL AUTONOMY EFFICIENCIES ❑ Business vision ❑ Customer proximity and ❑ Strategic planning ❑ Standardization of market coverage and definition of th
Slide 6: Corporate Structure
Corporate Structure BVL: FERREYC1 Caterpillar Dealers and Allied Caterpillar Dealers and Other Other Subsidiaries in Peru and Brands in Peru Businesses in Central America Abroad Chile, Colombia , Ecuador, Perú Guatemala, Belice El Salvador ... Nicaragua El Salvador, Honduras
Slide 7: Allows achieve diversification
Allows achieve diversification (S/. Million) Caterpillar Dealers and Allied Caterpillar Dealers and other Other Subsidiaries in Peru brands in Peru businesses in Central America and Abroad Sales 1,330 171 190 % of Total Sales 79% 10% 11% EBITDA 249 19 0.2 % of Total EBITDA 92.8% 7.1% 0.1% EBITDA Mar
Slide 8: Sales by Group of Subsidiaries
Sales by Group of Subsidiaries Sales by Group of Subsidiaries (In million S/) Sales by Group of Subsidiaries (S/ million) 1.778 1.708 1.691 1.653 1.601 1.582 1.552 243 1.477 240 190 1.439 262 1.434 1.302 1.341 1.372 232 274 143 165 215 171 1.236 1.207 1.231 1.272 1.269 201 102 1.220 130 1.243 237 20
Slide 9: Ferreycorp Strategy
Ferreycorp Strategy BUSINESS PILLARS Optimize Seeks to add efficiencies in the business model, the organization, the business use of assets, and the composition of products and services portfolio. Ensure business sustainability, expand it´s value offer, and provide Protect & comprehensive solutions
Slide 10: Key Capabilities developed over the years
Key Capabilities developed over the years Long-term strategic alliances. Access to best practices, Xcellence programs. Market coverage Unmatched supply chain and logistics capabilities Excellence in after market with experienced technicians and accumulated data Financial strength and funding sources
Slide 11: With a strong market share in order to take all the market opportunities
With a strong market share in order to take all the market opportunities Open pit mining Heavy construction LIUGONG HAMM SANY OTROS EPIROC 1% 1% 2% 9% 6% SEM 1% HYUNDAI 5% JOHN DEERE CATERPILLAR KOMATSU 5% 48% 29% CATERPILLAR VOLVO 65% 12% In units KOMATSU US$ FOB Rolling 12 mo, Set 2022 16% Rolling
Slide 12: Supported by current Mining customers: 50% of sales
Supported by current Mining customers: 50% of sales Large Open Pit Medium Size and Underground Cerro Corona Iscaycruz La Zanja Shahuindo El Porvenir (UG) Raura (UG) Yanacocha Atacocha (UG) Islay (UG) San Cristobal (UG) Animon (UG) Uchucchacua Carahuacra (UG) Antamina Morococha Iscaycruz Toromocho Ya
Slide 13: Increasing Caterpillar mining trucks and shovels population over the years
Increasing Caterpillar mining trucks and shovels population over the years Mining Investment Caterpillar Mining Trucks and Shovels Population Units US$ Bn $12 800 742 727 $10 670 700 651 617 627 592 $8 563 600 515 $6 482 500 416 $4 376 400 360 323 $2 281 300 249 234 215 192 $0 165 166 173 200 131 98
Slide 14: Leverage our sales
Leverage our sales Open Pit Mining Sales Mining Investment US$ Million Machines, Spare parts and Services US$ Bn 800 12000 700 10000 600 150 161 87 8000 500 343 119 143 179 78 314 160 400 136 6000 205 300 137 528 4000 500 490 200 407 401 418 361 354 325 325 268 2000 229 100 198 0 0 2010 2011 2012 20
Slide 15: Resilient Business Model
Resilient Business Model Sales by Business Line • Spare parts and services support business. US$ MM US$ US$ 2.000 1.2 Bn 1.9Bn US$ US$ US$ US$ 1.8 Bn US$ • Diversification strategy through business 1.7Bn 1.6Bn US$ US$ US$ 1.6 Bn US$ 1.6 Bn 1.2 Bn 1.4Bn 1.4Bn 1.4 Bn US$ lines, presence in different e
Slide 16: Reflected in strong financial results
Gross Margin Adj. 3Q2021 = 24.5%, 3Q 2022 = 27.1% Operating Margin Adj. 3Q 2021 = 11.4% ; 3Q 2022 = 11.3% Ebitda Margin Adj 3Q 2021 = 15.2% ; 3Q 2022 = 14.7% Reflected in strong financial results Million soles (S/ mm) Sales Margins 27,2% 28,8% 27,4% +8% 25,9% 24,9% 4.707 4.354 +7% 18,0% 16,3% 16,9%
Slide 17: Net Income
NET INCOME In Million Soles (S/ mm) NET INCOME 3Q2022 18 27 8 9 1 2 86 91 3Q'21 Δ Share of profit of Δ D&A Δ Gain(loss) to FX Δ EBITDA Δ Financial exp Δ Income tax 3Q'22 Positive variations associated Negative variations 17
Slide 18: Net Profit impacted by FX Loss
Net Profit impacted by FX Loss Net Profit, Margin and FX Loss (In million S/) 377 40,00 % 370 35,00 % 320 267 280 30,00 % 270 245 225 25,00 % 220 144 20,00 % 170 15,00 % 120 10,00 % 70 6,10% 5,94% 5,50% 4,30% 4,20% 2,96% 20 25 5,00% -1 -29 -30 -59 0,00% 2017 2018 2019 2020 -106 2021 -128 sep-22 2017
Slide 19: Liquidity and working capital trends
Liquidity and working capital trends Cash Balance Target: 50% - 50% 252 199 (In million US$) Debt Maturity (In million US$) Current Non- 120 172 48% 105 104 100 Current 77 52% 74 118 59 51 49 45 48 92 80 67 29 Mar'20 Apr'20 May'20 Jun'20 Sep'20 Dec'20 Mar'21 Jun'21 Sep'21 Dic'21 Mar'22 Jun'22 Set'22
Slide 20: Financial expenses and controlled average cost of debt
Financial expenses and controlled average cost of debt Financial Expenses Average cost of debt (In million S/) 14 0 8,0% 0 13 0 7,0% 0 12 0 11 0 10 0 95 95 6,0% 0 90 3,67% 80 73 5,0% 0 3,43% 3,53% 70 3,15% 70 4,00 % 60 2,77% 3,0% 0 50 37 35 40 2,0% 0 30 20 2,0% 1,0% 0 10 1,4% 1,6% 0 1,2% 0,9% 0,7% 0
Slide 21: Controlling main assets and CAPEX
Controlling main assets and CAPEX Account Receivables (In million S/) -5% 1,221 1,147 1,158 1,098 Capex 26 1,036 1,054 41 38 (In million US$) 32 61 40 38 1.160 43 1.195 1.115 1.147 29 29 975 1.015 2 2 25 4 4 12 49 2018 2019 2020 2021 3Q2021 3Q2022 12 34 65 Short Term Long Term 6 3 2 7 17 10 28 8 5 4
Slide 22: Important Investment in Assets
Important Investment in Assets Total Assets Cash Cycle (In million S/) (Days) -1% 210 203 198 198 193 200 176 6.319 33 0 9 3 6.298 163 163 161 165 169 165 153 150 157 3 6.000 2,5 150 5.000 2 4.000 100 76 67 63 64 62 64 69 62 3.000 1,5 56 57 57 52 50 56 0,96 1,02 45 1 50 2.000 55 58 55 59 54 61 53 52
Slide 23: Sustainability Program
ULL Sustainability Program ‘Ferreycorp
Slide 24: Sustainability
SUSTAINABILITY Positive Relations with all Stakeholders • Good Corporate Governance Principles • Ferreycorp Association. • Respect for the rights of shareholders • Ferreyros’ Heavy Equipment Operators Club • Transparent and timely delivery of information • Think Big Program • Effective representatio
Slide 25: Dow Jones Results 2017-2021 by Dimension
Dow Jones Results 2017-2021 by Dimension 80 72 70 61 60 56 57 56 49 51 50 44 44 46 41 40 38 36 30 30 20 10 7 0 1. Governance & Economic 2. Environmental Dimension 3 Social Dimension Dimension 2017 2018 2019 2020 2021
Slide 26: Ferreycorp
-Ferreycorp