Slide 1: The Brink's Company Investor Overview December 2014
Company November 5th 2013 Name Last Name Brink’s EMEA Position in the company The Brink’s Company Investor Overview December 2014 Exhibit 99.1
Slide 2: Forward Looking Statements
Forward Looking Statements This presentation, including questions and answers, contains forward-looking information within the meaning of the Private Securities Litigation Reform Act of 1995. Actual results could differ materially from projected results. Additional information regarding factors that
Slide 3: The world's premier provider of secure transportation and cash management services
The world’s premier provider of secure transportation and cash management services * 2013 Adjusted Non-GAAP Revenue $3.6B 2013 Adjusted Non-GAAP EPS $1.52 2013 Non-GAAP CFOA $206M Head Count ~65,000 Operations in 42 Countries Company Overview Facilities ~1,000 Revenue ~80% International Vehicles ~13
Slide 4: What We Do
* What We Do 2013 Revenue = $3.6B Adjusted Non-GAAP Armored Transport Cash, coins, checks and other valuables; ATM services Global Infrastructure Supports Global Services and Cash Logistics Cash-in-Transit Global Services Secure long-distance transport of valuables Cash Logistics Money processing Va
Slide 5: 2016 Targets
2016 Targets * 2016 Non-GAAP Targets (a) 8% segment margin $290 - $330 million segment profit $2.50 - $3.00 EPS How We Get There Fix U.S. and Mexico Rest of world margin +1.0% point Organic revenue growth 5% Operational excellence Global procurement Centralization (a) See appendix for information re
Slide 6: 2016 Target Margin / Potential EPS Growth
* Non-GAAP 2016 Targets (a) 2013 Non-GAAP results adjusted for Venezuelan results at 50 bolivars per U.S. dollar. See appendix for reconciliations to GAAP and other information. Includes all regional/corporate allocated costs 2016 Target Margin / Potential EPS Growth(a) 2016 Target Margin / Potentia
Slide 7: Brink's Total Segment Margin Outlook (Non-GAAP)
* Brink’s Total Segment Margin Outlook (Non-GAAP) Note: See appendix for reconciliation to GAAP
Slide 8: U.S. Profit Improvement
% of Revenue 16% 18% % of Revenue 14% 12% * U.S. Profit Improvement 2013 2016 2% CAGR ($ millions) Revenue Operating Profit (a) SG&A (a) Branch Margin (a) Profit Costs % of Revenue 2% 6% (a) On a Non-GAAP basis. See reconciliation to GAAP results in appendix.
Slide 9: U.S. – Performing Branches
* U.S. – Performing Branches Performing branch = Operating profit above breakeven on a fully loaded cost basis Productivity Projects Route logistics Field force automation Centralized billing CompuSafe® service focus Vehicle armoring and maintenance One-man crew on CIT Project management organizatio
Slide 10: Mexico Profit Improvement
% of Revenue 9% 8% % of Revenue 14% 18% % of Revenue 5% 10% * Mexico Profit Improvement 2013 2016 Revenue Operating Profit(a) Branch Margin(a) Profit 3% CAGR ($ millions) (a) See reconciliation to GAAP and other information in appendix SG&A(a) Costs
Slide 11: Mexico Branch Margin Improvement
* Mexico Branch Margin Improvement 4% Reduction ($ millions) Operational Structure (Branch Costs) 10% Reduction Administrative Structure (Support Functions) Productivity Projects “Standard” branch structure Centralization Finance shared services Money processing Global procurement (a) (a) Excludes o
Slide 12: Mexico Money Processing Improvements
* Mexico Money Processing Improvements 10% Reduction Money Processing Efficiency Metric (notes per hour, per person) (thousands) Capex Spend (millions) 8% Reduction 20% Increase 20% Increase Headcount
Slide 13: Operational Excellence
* Operational Excellence Global Procurement IT Centralization
Slide 14: Global Procurement
* Global Procurement 20% Reduction Armored Vehicles (Acquisition Costs per Vehicle) Expect to Deliver 20% Savings by 2016 Global tender Re-design vehicles Improved match of vehicle type to environment Non-Armored Vehicles (Acquisition Costs per Vehicle) 20% Reduction ($ millions) *
Slide 15: Global Procurement
* Global Procurement Vehicle standardization Vehicle maintenance Money processing equipment Contractors/purchased services Global tenders ATM locks Global Travel Costs Next Focus Areas $5 to $10 Reduction Implemented global travel agent 1H14 ($ millions)
Slide 16: IT Centralization
* IT Centralization ($ millions) Global IT Costs Data Centers Key Projects Global data center strategy Global alignment of IT organization & spend Global procurement/tender of IT equipment Global application map Network & telephone rationalization 60% Reduction $15 to $20 Reduction *
Slide 17: Recent Organizational Change
* Recent Organizational Change Result Four regions eliminated, two operating segments created $10 to $15 million savings in 2015 expected Country based functions report to global functional leaders Leaner and more focused Faster decision-making and execution U.S. France Mexico Brazil Canada EMEA Lat
Slide 18: 2016 Targets
2016 Targets * 2016 Non-GAAP Targets (a) 8% segment margin $290 - $330 million segment profit $2.50 - $3.00 EPS How We Get There Fix U.S. and Mexico Rest of world margin +1.0% points Organic revenue growth ~5% Operational excellence Global procurement Centralization (a) See appendix for information
Slide 19: Appendix
Appendix 19 IIBRINIKS
Slide 20: Reinvestment Ratio and Capex Spend
Reinvestment Ratio ($ millions, except ratio) * Capex Spend
Slide 21: Estimated Cash Payments to Primary U.S. Pension & UMWA
* Estimated Cash Payments to Primary U.S. Pension & UMWA Prepaid 2015 and 2016 pension payments totaling $61 million in 3Q 14 Accelerates de-risking of invested asset allocation Reduces PBGC premiums (current borrowing costs are lower than PBGC premiums) Lump-sum pension payment offered to eligible
Slide 22: North America Segment Margin Outlook (Non-GAAP)
* North America Segment Margin Outlook (Non-GAAP) (excluding Global Payments) Note: See appendix for reconciliation to GAAP
Slide 23: Mexico Segment Margin History and Outlook (Non-GAAP)
* Mexico Segment Margin History and Outlook (Non-GAAP) Note: See reconciliation to GAAP in appendix
Slide 24: Recent Events
* Recent Events Netherlands Restructuring – October 2014 Loss of major customer $16 million charge ($.24 per share) – 3Q14 Charge excluded from non-GAAP results Peru Divestiture – September 2014 36% equity stake sold for $60 million $44 million gain ($.45 per share) – 3Q14 Gain excluded from non-GAA
Slide 25: Non-GAAP Reconciliations – Full Year 2013
* Non-GAAP Reconciliations – Full Year 2013 Amounts may not add due to rounding. See page 26 for notes. GAAP Basis GAAP Basis Gains/ Losses on Acquisitions and Dispositions (a) Expenses Related to Currency Devaluation in Venezuela (b) Employee Benefit Settlement Losses (c) U.S. Retirement Plans (d)
Slide 26: Non-GAAP Reconciliations – 2013 Notes
* Non-GAAP Reconciliations – 2013 Notes To eliminate $6.1 million in equity earnings ($1.6 million in the first quarter, $1.3 million in the second quarter, $1.5 million in the third quarter, and $1.7 million in the fourth quarter) from our former investment in a CIT business in Peru. a $1.1 million
Slide 27: Non-GAAP Reconciliations – Projected Financial Information
* Non-GAAP Reconciliations – Projected Financial Information North America Segment Margin Outlook (excluding Global Payments) North America Segment Margin Outlook (excluding Global Payments) North America Segment Margin Outlook (excluding Global Payments) North America Segment Margin Outlook (exclud
Slide 28: * (a) To eliminate the change in the balance of customer obligations related to
* (a) To eliminate the change in the balance of customer obligations related to cash received and processed in certain of our Cash Management Services operations. The title to this cash transfers to us for a short period of time. The cash is generally credited to customers’ accounts the following da