Autoneum Holding Ag · SIX:AUTN
Autoneum — Investor Day (October 2024)
42 slides from Autoneum's investor day presentation, Oct 16, 2024
Slide 1: Capital Markets Day, October 16, 2024
Capital Markets Day, October 16, 2024
Slide 2: Agenda
Agenda 1. Global market leadership Eelco Spoelder, CEO 2. New strategy Level Up Eelco Spoelder, CEO 3. Be the sustainability benchmark Pascaline Brégeon, Head Strategy and Sustainability 4. Innovate to create customer value Philippe Godano, Head Core Technologies R&T 5. Medium-term targets Bernhard
Slide 3: Facts and figures first half-year 2024: Key financials
Facts and figures first half-year 2024 Key financials 1212.3 8 5 2 1 11 1 6 17 CHF million 4 Revenue 5 9 5.4% 50 5 EBIT margin 5 9 37 5 36.1 7 8 CHF million 7 7 Net result Capital Markets Day . October 16, 2024 3
Slide 4: Press clippings from the 2nd half of 2024
Automotive industry Press clippings from the 2nd half of 2024 Michelin: Full-year guidance maintained. Segment operating income of 13.2% of sales in the first half of 2024. 24.07.2024 22.08.2024 27.09.2024 08.10.2024 25.07.2024 09.10.2024 27.09.2024 19.09.2024 07.08.2024 Capital Markets Day . Octobe
Slide 5: Strong global presence and market expansion ambitions
Global market leadership Strong global presence and market expansion ambitions Autoneum product portfolio presence / roll out status Interior floor Trunk trim Exterior New mobility Country presence Autoneum Locations Autoneum Capital Markets Day . October 16, 2024 5
Slide 6: Key differentiators that make Autoneum stand out
Global market leadership Key differentiators that make Autoneum stand out Solid customer Innovation pipeline for High partnerships future-fit products entry barriers Global presence with Vertical integration and a strong brand recycling expertise High level of ESG standards Scientific leadership and
Slide 7: Agenda
Agenda 1. Global market leadership Eelco Spoelder, CEO 2. New strategy Level Up Eelco Spoelder, CEO 3. Be the sustainability benchmark Pascaline Brégeon, Head Strategy and Sustainability 4. Innovate to create customer value Philippe Godano, Head Core Technologies R&T 5. Medium-term targets Bernhard
Slide 8: Strong base with Level Up One 6–8
New strategy Level Up Strong base with Level Up One 6–8 Turnaround North America Borgers PMI European performance Profitable growth HY1 2024 EBIT: Positive earnings contribution Outperformed market in terms Revenue growth of 15.1% Margin of 4.6% supported by synergies of revenue growth and EBIT marg
Slide 9: Our Level Up roadmap
New strategy Level Up Our Level Up roadmap Purpose We care to make mobility comfortable and sustainable. Vision Be the global leader for innovative and sustainable solutions bringing comfort to every vehicle. Mission We expand our global market and technology leadership mastering vehicle acoustics,
Slide 10: Our strategic pillars at a glance
New strategy Level Up Our strategic pillars at a glance Shape a future-fit Innovate to create Accelerate product portfolio customer value global growth Foster a people Be the sustainability Boost cost- centric culture benchmark competitiveness Capital Markets Day . October 16, 2024 10
Slide 11: Level Up video
Foster a people centric culture Level Up video Capital Markets Day . October 16, 2024 11
Slide 12: Boost cost competitiveness: Key initiatives
Boost cost competitiveness Key initiatives Optimize Operational Normalize Capex Robust margin Efficient global footprint excellence and optimize Opex management project launch • Adapt footprint to market • Digitalization / robotization • Standardization of critical • Inflation and volume • Excel in
Slide 13: Light vehicles volume production (millions)
Accelerate global growth Light vehicles volume production* (millions) +1.0% -4.0% +1.8% 16.6 15.9 16.1 16.8 17,1 -2.1% 95.3 97,2 BG Europe 90.5 88.5 90.1 2023 2024 2025 2028 2030 -1.3% -0.5% 15.7 15.5 15.4 15.7 15.8 BG North America Global 2023 2024 2025 2028 2030 +2.4% -1.6% 55.1 56.2 51.6 50.8 52.
Slide 14: Strategic levers to boost order intake
Accelerate global growth Strategic levers to boost order intake Mid-term growth ambition Increase market share with Asian OEMs both organically and externally Innovate and expand commercial vehicle business globally Gain market share with our sustainability champions Cross-selling of wheelhouse oute
Slide 15: Mid-term growth ambition
Accelerate global growth Mid-term growth ambition 9.0 8.0 up to 6% 3’000 CAGR CHFbn CHFm 6.4 2’300 • 2024 with forecasted record order intake level of >CHF 500m • and its underlying growth initiatives to further boost order intake level 2023 mid-term 2021-2023 2022-2024 2023-2025 ambition* actual-bo
Slide 16: Agenda
Agenda 1. Global market leadership Eelco Spoelder, CEO 2. New strategy Level Up Eelco Spoelder, CEO 3. Be the sustainability benchmark Pascaline Brégeon, Head Strategy and Sustainability 4. Innovate to create customer value Philippe Godano, Head Core Technologies R&T 5. Medium-term targets Bernhard
Slide 17: Automotive industry's commitment to sustainability
Automotive industry’s commitment to sustainability Growing expectation on sustainability Growing requirements from Sustainability targets Regulations drive speed of execution: society, market and customers: of OEM drive suppliers' actions: • End-of-Life directive in Europe • Lower CO2 emissions • Du
Slide 18: Autoneum in pole position on sustainability
Key achievement in 2023 Autoneum in pole position on sustainability Commitment vs baseline 2019 Target 2027 Achievement 2023 Reduce Scope 1 + 2 emissions -20% -19% Reduce Scope 3 emissions -20% -37% From direct purchased material and tools Increase the share of renewable electricity +25% +16% Reduce
Slide 19: Protecting natural resources
Laying the foundation for a sustainable product portfolio Protecting natural resources Made of at least Socially responsible 4 Blue wheelhouse 30% recycled collection process, outer liners prevent PET collected from traceable procurement 120 PET bottles from coastal areas of bottle flakes reaching t
Slide 20: Clear strategic focus leveraging Autoneum's strengths
Moving ahead in the sustainability journey Clear strategic focus leveraging Autoneum’s strengths Main focus areas Autoneum’s strengths • Product portfolio largely fit for all types of powertrains Climate change mitigation • New opportunities for electric vehicles and adaptation • Long history of lig
Slide 21: Climate change mitigation: Roadmap to net zero
Roadmap to net zero Climate change mitigation Greenhouse gas Main levers Autoneum aims at net-zero greenhouse gas emissions 100% emissions latest by 2050 Supply chain -20% Joint efforts from all stakeholders in industry Focus on aluminum, foam, virgin and regulation bodies are key fibres and yarns 8
Slide 22: Today's waste are the raw materials of tomorrow
Moving from a linear to a circular economy Today’s waste are the raw materials of tomorrow Linear economy Circular economy Natural Production Use Disposal resources Zero waste ambition Capital Markets Day . October 16, 2024 22
Slide 23: Matrix organization to cover ESG material topics
ESG governance Matrix organization to cover ESG material topics • Sustainability is part of Autoneum strategy • Matrix organization coordinated by a Corporate Responsibility organization and steered by a Steering Committee • Sustainability under top management attention up to the Board of Directors
Slide 24: Turning challenges into opportunities
Be the sustainability benchmark Turning challenges into opportunities Moving to a circular economy Adaptation of product On the road to net zero emissions Close collaboration with enables preservation of natural portfolio to new requirements in the automotive industry, customers and suppliers in res
Slide 25: Agenda
Agenda 1. Global market leadership Eelco Spoelder, CEO 2. New strategy Level Up Eelco Spoelder, CEO 3. Be the sustainability benchmark Pascaline Brégeon, Head Strategy and Sustainability 4. Innovate to create customer value Philippe Godano, Head Core Technologies R&T 5. Medium-term targets Bernhard
Slide 26: Innovate to create sustainable products for every car in the world
Research and Technology Innovate to create sustainable products for every car in the world Innovate to create customer value 80 employees of 20 nationalities Master Degree or PhD: 80% • Put innovation at the core of all operations Female: 20% • Accelerate project development through close Of which M
Slide 27: Drive innovation from customer needs
Innovate to create customer value Drive innovation from customer needs Electrification ESG / Digitalization / Chinese OEMs Consolidation Sustainability Artificial Intelligence • New mobility internal • New ‘Advance • Smart factory • New R&T China in • New R&T trunk, trim start-up in Winterthur Susta
Slide 28: Product innovation pipeline
Strategic pillar – Innovate to create customer value Product innovation pipeline New Product Novel surfaces Integrated Impact protection heating Flame shield plate Mono-material WAVE feed – 68 ideas interior Polyester trunk Relive-1 polyester Sustainability Tire noise Polyester acoustic absorber dec
Slide 29: Changing demands on acoustics and product design
Electrification of drive system Changing demands on acoustics and product design Change in acoustic requirements of electric vehicles New vehicle architecture influences product design & function • Lack of low-frequency engine noise reveals other, and more • Components: Frunk, e-motor/ancillary enca
Slide 30: The impact protection plate and flame shield
A portfolio fit for the electrification The impact protection plate and flame shield Impact protection plate: Flame shield: Rear side (Facing the flame) • High impact resistance • >1400°C local temperature • No permanent deformation • Resist to hot particle abrasion • No warpage • Ensure 5 minutes e
Slide 31: Enabling OEMs to meet the latest regulations
Circular economy Enabling OEMs to meet the latest regulations 50–60 kg/vehicle Estimate avg. plastic (*) in vehicle: 200kg 30% plastic recycled at ELV1 60kg 25% PCR2 Plastic 50kg On circularity requirements for vehicle design and on management of end-of-life vehicles, Proposal public on 13.07.2023 a
Slide 32: Shift towards mono-material components
Laying the foundation for a sustainable product portfolio Shift towards mono-material components Recycled PET as an enabler for circularity: • Available in different formats properties • Suitable for interior and exterior parts • Good availability (post-consumer waste) • Low greenhouse gas emission
Slide 33: From multi- to mono-material carpet systems
A product portfolio fit for the circular economy From multi- to mono-material carpet systems Complex bill of materials of traditional carpet system Simplified bill of materials of monomaterial carpet systems Tufted Carpet Tufted Carpet • PA yarn • PES yarn • PVC heelmat • PES heelmat • PET primary •
Slide 34: Agenda
Agenda 1. Global market leadership Eelco Spoelder, CEO 2. New strategy Level Up Eelco Spoelder, CEO 3. Be the sustainability benchmark Pascaline Brégeon, Head Strategy and Sustainability 4. Innovate to create customer value Philippe Godano, Head Core Technologies R&T 5. Medium-term targets Bernhard
Slide 35: Medium-term targets
Outlook Medium-term targets Financial targets ESG targets Revenue EBIT margin Free cash flow Net debt to EBITDA CO2 emissions Non-hazardous CHF 3 billion* 6% to 8% >5% of revenue (incl. IFRS 16) Scope 1 and 2 waste over the cycle <1.5x Reduce by 20%** Reduce by 40%** Pro memoria: Unchanged policy of
Slide 36: EBIT margin of 6% to 8% over the cycle
Medium-term financial targets EBIT margin of 6% to 8% over the cycle 8% +1% to 3% Key levers • Revenue growth (impact 1/3) • Operational efficiency (impact 2/3) 6% 6% to 8% ▪ Excellence in operations 5% to 5.5% ▪ Agile adjustments of cost structures to 4% 4.3% dynamic markets ▪ Effective price manag
Slide 37: Solid free cash flow of >5% of revenue
Medium-term financial targets Solid free cash flow of >5% of revenue 8% Key levers • Targeted profitability 6% 6.2% +0.8 to >1.7% Supporting measures >5.0% • Balanced and sustainable investment activity 4% • Continuous management of operative working 3.3% to 4.2% capital 3.1% 2% 0% 2022 * 2023 * 202
Slide 38: Net debt to EBITDA of <1.5x
Medium-term financial targets Net debt to EBITDA (incl. IFRS 16) of <1.5x 3.5 x Key levers 3.3x • Targeted profitability improvement 3.0 x • Targeted solid free cash flow 2.5 x 2.0 x 2.0x 1.5 x <2.0x <1.5x 1.0 x 0.5 x 0.0 x 2022* 2023 * 2024 Medium-term Guidance target * Based on EBITDA excl. one-ti
Slide 39: Capital Markets Day, October 16, 2024
Capital Markets Day . October 16, 2024 39
Slide 40: Mastering sound and heat
rae Pag IE AVER RY cg 2 ".”_-Mastering sound and heat: Pye
Slide 41: Contacts and event calendar
Contacts and event calendar Investors and financial analysts Media Contact address Bernhard Weber Claudia Güntert Autoneum Holding Ltd Head Financial Services & IR Head Corporate Communications Schlosstalstrasse 43 / P.O. Box CH - 8406 Winterthur T +41 52 244 82 07 T +41 52 244 83 88 investor@autone
Slide 42: Disclaimer / Legal Note
Disclaimer / Legal Note Autoneum is making great efforts to include accurate and up-to-date information in this document, however, we make no representations or warranties, expressed or implied, as to the accuracy or completeness of the information provided in this document and we disclaim any liabi