Slide 1: 100 years creating development
100 years creating development hacemos posible el años, desarrollo de los lugares en los que estamos.
Slide 2: 100 years creating development
100 years creating development
Slide 3: Vision
Vision To be recognized as a leading economic group in Peru, with a presence in the Latin American region and an excellent provider of capital goods, spare parts and related services, which contributes to increasing productivity and profitability in the economic sectors in which we participate to pr
Slide 4: Mission
Mission We operate, through our subsidiaries with a focus and high degree of specialization, businesses that distribute capital goods and spare parts, as well as services and support for prestigious global brands with high standards, efficiency, and profitability. In doing so, we achieve the develop
Slide 5: Operating Model of the Corporation
Operating Model of the Corporation Coherence strategy, operational autonomy, and the search for synergies. There are three roles: • Corporate • Subsidiary companies that operate businesses • Shared services center.
Slide 6: Role of the corporation
Role of the corporation Strategic Coherence • Business vision • Strategic planning and definition of businesses in which we participate • Positioning and brands • Financial resources • Guidelines, control, and supervision.
Slide 7: Role of the subsidiary businesses
Role of the subsidiary businesses Operational Autonomy • Customer proximity and market coverage • Business execution with operational excellence • Profitability and financial health • Innovation of its business and value proposition • Best practices and promotion of synergies within the corporation.
Slide 8: Role of the shared services center
Role of the shared services center Standarization and Efficiencies • Standardization of processes • Synergies and efficiencies • Non-core processes, back office: legal, auditing, human resources, finance, systems • Critical mass to achieve better supplier conditions • Subsidiaries as suppliers inste
Slide 9: Ferreycorp's Strategy
Ferreycorp´s Strategy Business pillars It seeks to add efficiencies in the business model, the organization, Optimize the use of assets, the composition of the portfolio of products and Business services. Ensure business sustainability; expand your value offer; and provide Protect and comprehensive
Slide 10: Global enterprises strategic alliance
Global enterprises strategic alliance
Slide 11: Operations in Latin America
Operations in Latin America Belize a a Guatemala a Honduras a El Salvador a Colombia Ecuador Peru Chile
Slide 12: Organizational Structure
Organizational Structure BVL: FERREYC1 Caterpillar dealers and allied Caterpillar dealers and allied Brand in Complementary businesses in Peru brands in Peru Central America and abroad Guatemala Chile, Colombia , Ecuador, Perú El Salvador Belice El Salvador, Honduras
Slide 13: Distribution of results by business group – 1Q23
Distribution of results by business group – 1Q23 Caterpillar dealers and allied Caterpillar dealers and allied Complementary businesses (S/. Millions) Total brands in Peru brands in Central America in Peru and abroad Sales 1,189 166 206 1,560 % of Total Sales 76% 11% 13% 100% EBITDA 186 26 17 229 %
Slide 14: Sales by business group
Sales by business group Sales by business group (In millIons of S/) 6,593 6,206 5,865 814 947 5,211 677 948 4,843 4,857 572 836 436 785 877 424 461 436 5,102 4,481 4,688 3,952 3,598 3,544 1,560 1,243 166 140 206 227 1189 876 2017 2018 2019 2020 2021 2022 1Q22 1Q23 CAT Dealers in Peru CAT dealers and
Slide 15: % Sales by business line
% Sales by business line 1Q2023 6.7% 7.5% Business Line 2020 2021 2022 1Q2022 1Q2023 Spare parts & Services 46.2% 49.7% 51.4% 50.5% 58.0% Prime product 38.1% 34.0% 32.3% 31.7% 27.9% 27.9% 58.0% Rental & used 7.2% 6.9% 7.0% 7.0% 6.7% Others 8.6% 9.3% 9.3% 10.8% 7.5% Spare Parts & Services Prime Produ
Slide 16: Sales by economic sector
Sales by economic sector 1Q2023 2.50% Sector 2020 2021 2022 1T2022 1T2023 1.00% 1.70% 1.60% 1.10% Mining 50.7% 54.9% 56.0% 52.1% 58.7% 1.30% Construction 20.8% 17.8% 19.4% 19.2% 18.0% Industry, Commerce & 13.2% 12.8% 13.1% 14.6% 14.1% Services 14.10% Govenment 2.5% 1.9% 2.2% 2.7% 1.3% Transportation
Slide 17: Market share in Peru – 1Q23
Caterpillar Market share in Peru – 1Q23 Open Pit Mining Heavy Construction EPIROC 4% SANY KOMATSU 2% 25% Others HYUNDAI 12% 3% JOHN DEERE 6% CATERPILLAR 49% VOLVO CATERPILLAR 9% 71% In units Rolling 12-month - Jan. 2023 KOMATSU US$ FOB Rolling 12-month - Jan. 2023 19% Underground Mining Light Constr
Slide 18: Main clients - Open Pit Mining and Underground Mining
Main clients - Open Pit Mining and Underground Mining: 58.7% of Sales in 1Q23 Large Open Pit Mining Medium-size and Underground Mining Cerro Corona La Zanja Iscaycruz Shahuindo El Porvenir Yanacocha Raura (UG) (UG) Atacocha (UG) Islay (UG) San Cristobal (UG) Animon (UG) Uchucchacua Antamina Carahuac
Slide 19: 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 $12 762 800 746 725 702 $10 660 700 642 619 592 $8 600 543 517 $6 500 453 404 $4 366 400 323 $2 281 300 249 234 215 192 $0 165 166 173 200 131 98
Slide 20: Leverage our sales
Leverage our sales Open Pit Mining Sales Mining Investment US$ Million Machines, Spare parts and Services US$ Bn 800 12000 700 10000 139 600 150 161 87 8000 500 343 119 143 179 314 160 400 136 6000 205 300 572 137 528 4000 500 490 200 407 401 361 354 325 325 268 2000 100 229 198 0 0 2010 2011 2012 2
Slide 21: Resilient Business Model
Resilient Business Model Sales by Business Line US$ US$ 1.9Bn US$ US$ 2,000 US$ US$ 1.2 Bn 1.7Bn US$ 1.8 Bn 1.7 Bn US$ 1.6Bn US$ US$ US$ 1.6 Bn US$ 1.6 Bn 1.6 Bn • Spare parts and services support business. US$ 1.2 Bn 1.4Bn 1.4Bn 1.4 Bn 1,500 US$ • Diversification strategy through business 1.2 Bn US
Slide 22: Reflected in strong financial results
Reflected in strong financial results Million soles (S/ mm) Sales Margins 26.9% 27.3% 11% 24.8% 25.7% 23.5% 23.5% 19% +9% 1,885 1,691 16.5% 1,582 1,560 14.7% 1,434 13.5% 11.7% 12.3% 12.7% 11.0% 10.7% 10.0% 8.4% 7.0% 7.9% 2019 2020 2021 2022 1Q22 1Q23 Gross Margin Operating Margin Ebitda Margin Adj G
Slide 23: Net Profit impacted by FX Loss
Net Profit impacted by FX Loss Net Profit, Margin and FX Loss (In millions of S/) 419 40.00% 420 376 35.00% 370 320 267 30.00% 245 270 225 25.00% 220 121 20.00% 144 170 15.00% 120 7.80% 10.00% 70 5.50% 6.15% 6.35% 4.30% 4.20% 2.96% 5.00% 20 25 34 28 -1 -30 -59 0.00% 2017 2018 2019 2020 -106 2021 -12
Slide 24: Cash Generation and Liability Management
CASH GENERATION AND LIABILITY MANAGEMENT Cash Debt Maturity (Millions of US$) (Millions of US$) 258 225 Non- 203 Current Current 49% 51% 130 104 103 105 100 81 74 80 68 59 54 55 53 63 42 50 29 4 2023 2024 2025 2026 2027 2028 Debt Evolution (Millions of US$) 896 899 Local banks Foreign banks CAT Capi
Slide 25: CAPEX
CAPEX 32 In millions of US$ 38 1 43 50 0 Investment 50 12 5* 34 7 36 8 7 1 3 5 12 15 21 2 11 10 4 -14 -14 -14 -38 -65 -8 Disinvestment 2019 2020 2021 2022 1Q2023 • Investment in intangible assets reached US$ 0.5 million dollars as of March 2023 * Disclaimer: Capital Expenditures on Infrastructure in
Slide 26: Sustainability program at Ferreycorp
Sustainability program at Ferreycorp
Slide 27: Ferreycorp's Sustainable Management and UN Sustainable Development Goals
Ferreycorp's Sustainable Management seeks to positively impact its stakeholders and is aligned with the United Nations Sustainable Development Goals • Ferreycorp Association • Respect for shareholders' rights • Ferreyros Heavy Equipment Operators Club • Transparent and timely presentation of informa
Slide 28: Results of commitment to Dow Jones Sustainability Index ESG criteria
Results of Ferreycorp's commitment to the Dow Jones Sustainability Index ESG criteria 70 61 63 60 50 46 48 43 40 37 30 20 10 0 2017 2018 2019 2020 2021 2022
Slide 29: Ferreycorp
-Ferreycorp