A-living Smart City Services Co., Ltd. Class H · HKEX:3319
A-living Smart City Services Co., Ltd. Class H — FY2022 Earnings Presentation
21 slides from A-living Smart City Services Co., Ltd. Class H's earnings presentation, March 2023
Slide 1: 2022 Annual Results Presentation
A-LIVING SMART CITY SERVICES CO., LTD 3319.HK 2022 Annual Results Presentation March 2023
Slide 2: Disclaimer
Disclaimer This presentation may contain forward-looking statements. Any such forward-looking statements are based on a number of assumptions about the operations of the A-Living Smart City Services Co., Ltd. (the “Company”) and factors beyond the Company's control and are subject to significant ris
Slide 3: 01 Results Highlights
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Slide 4: Results Highlights: Non-cyclical businesses
Results Highlights A balanced business portfolio with Extraordinary market expansion performance in the Non-cyclical businesses thrive against headwinds industry-leading management scale industry with focus on existing property inventories Adhering to the market-oriented strategy, leading the indust
Slide 5: 02 Financial Summary
5 5-02 | Financial Summary
Slide 6: Financial Overview
Financial Overview RMB mn 2022 % of revenue 2021 % of revenue Change Revenue 15,379 14,080 9.2% Cost of sales (11,995) (78.0%) (10,211) (72.5%) 17.5% Gross Profit 3,384 3,869 -12.5% Gross Profit Margin 22.0% 27.5% (5.5 p.p.) Selling and marketing cost (93) (0.6%) (142) (1.0%) -34.0% Administrative e
Slide 7: Revenue: Steady Growth in Non-cyclical Businesses
Steady Growth in Non-cyclical Businesses and Continuous Optimization of Profit Mix （RMBmn） +15.8% Non-cyclical businesses as a whole 2021 2022 Revenue Mix +9.2% up 21.7% YoY 15,379 10,029 14,080 8,658 Non-cyclical Businesses Revenue -40.0% Extended VAS +24.3% +88.3% 20% 11% 2,320 2,857 1,715 1,867 1
Slide 8: Balance Sheet Overview
Balance Sheet Overview RMB mn As of 31 Dec 2022 As of 31 Dec 2021 Change Total assets 22,702 20,181 +12.5% Total liabilities 8,577 7,270 +18.0% Total equity 14,125 12,911 +9.4% Current assets 15,301 13,411 +14.1% Cash and cash equivalents 3,799 4,391 -13.5% Current Ratio 186.9% 198.5% 8
Slide 9: 03 Business Overview
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Slide 10: Steady Growth in Business Scale
Steady Growth in Business Scale With a counter-cyclical portfolio, Consolidating our fundamental revenue from PM surpassed RMB10 bn strengths in management scale Industry-leading scale of non-cyclical businesses Steady growth in management scale （RMB mn） Revenue from PM (mn sq.m.) 31/12/2021 31/12/2
Slide 11: Focusing on Existing Property Opportunities, Strengthening Market Expansion Leadership
Focusing on Existing Property Opportunities, Strengthening Market Expansion Leadership Good results in market expansion despite economic headwinds 71.4% of newly undertaken projects for third TOP1 RMB2.5 bn with average pm fee of nearly RMB2.9 parties are concentrated in tier-1&2 cities (in terms of
Slide 12: Increasing VAS to Property Owners Despite Economic Headwinds
Increasing VAS to Property Owners Despite Economic Headwinds Thanks to Diversification Strategy Actively building up group catering business, attaining synergy between property management and group catering • Partnered Pleasure Meal to provide enterprises and institutions with integrated, comprehens
Slide 13: Furthering Business Integration to Realize Long-term Sustainable Growth
Furthering Business Integration to Realize Long-term Sustainable Growth A-Living's post-acquisition integration system 3.0 is oriented towards integration and empowerment Long-term ties with member companies Market Service By increasing its shareholding in member companies, A-Living strengthened its
Slide 14: Property Owner-oriented, Improving Quality and Standard Continuously
Property Owner-oriented, Improving Quality and Standard Continuously Raising the standards Improving the quality of services Proceeding standardization construction Setting the standards – established a Quality system – adopted a three-tier mechanism for standardization committee and set the “3+N” q
Slide 15: Digitalization Upgrade, Improving Efficiency of Service and Management
Digitalization Upgrade, Improving Efficiency of Service and Management Operational efficiency Customer experience Integrated management A platform for the whole organization to share information Launched the systems of production, operation and Master data platform was launched to enable and resourc
Slide 16: 04 Outlook
a 04 | Outlook
Slide 17: Building Brand and Word-of-mouth
Building Brand and Word-of-mouth Refocus on our original aspiration to provide valuable and professional services to property owners and customers To create a distinguished reputation for A-Living's services, and to lead the industry through high-quality standards Enhance quality of services Product
Slide 18: Aiming for Stable Development
Aiming for Stable Development Scale expansion Extending business across the value chain Differentiated development and adoption of “company-specific”, “region-specific” and “city-specific” strategies Platform as a service (PaaS) & Diversification Focusing on living services and corporate services, w
Slide 19: Facilitating Organizational Integration
Facilitating Organizational Integration PaaS Strategy + Flexible Mechanism Brand Matrix + Resources Coordination Improve organizational synergy to enhance management efficiency Strategically increase market penetration in key regions and consolidate our advantages Region-specific strategies Integrat
Slide 20: Enhancing Capabilities
Enhancing Capabilities Strengthen five core capabilities to support long-term and sustainable development Consolidating the leading position among the top three in the industry Core business-focused, Technology-empowered Accelerate the A flat and efficient Market-oriented consolidation of internal o
Slide 21: A-Living Smart City Services Co., Ltd.
A-Living Smart City Services Co., Ltd. Lifelong Caring for You Heartwarming Service to City
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