A-living Smart City Services Co., Ltd. Class H · HKEX:3319
A-living Smart City Services Co., Ltd. Class H — H1 2022 Earnings Presentation
20 slides from A-living Smart City Services Co., Ltd. Class H's earnings presentation, August 2022
Slide 1: 2022 Interim Results Presentation
A-LIVING SMART CITY SERVICES CO., LTD. 3319.HK 2022 Interim Results Presentation August 2022
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
01 Results Highlights
Slide 4: Non-cyclical businesses
Results Highlights Steady growth in Industry-leading mgmt scale and Remarkable results in market expansion non-cyclical businesses well-balanced business portfolio and significant advantages in niche markets Industry-leading business scale and balanced portfolio to Adhering to the market-oriented st
Slide 5: 02 Financial Summary
02 Financial Summary
Slide 6: Financial Overview
Financial Overview RMB mn 1H2022 % of revenue 1H2021 % of revenue Change Revenue 7,620 6,247 22.0% Cost of sales (5,567) (73.1%) (4,373) (70.0%) 27.3% Gross Profit 2,053 1,874 9.5% Gross profit margin 26.9% 30.0% (3.1 p.p.) Selling and marketing (29) (0.4%) (62) (1.0%) (53.2%) cost Administrative (3
Slide 7: Steady Growth in Non-cyclical Businesses
Steady Growth in Non-cyclical Businesses （RMB mn） +22% +23% Non-cyclical businesses as a whole 1H2021 Revenue Mix up 34% YoY 1H2022 Non-cyclical businesses as a percentage of revenue 4,904 improved from 79% to 87% 7,620 Revenue Non-cyclical 6,247 3,977 Businesses Extended VAS -24% +34% 21% 13% +302%
Slide 8: Balance Sheet Overview
Balance Sheet Overview RMB mn As of 30 Jun 2022 As of 31 Dec 2021 Change Total assets 21,682 20,181 7.4% Total liabilities 8,264 7,270 13.7% Total equity 13,418 12,911 3.9% Current assets 14,320 13,411 6.8% Cash and cash equivalents 3,997 4,391 (9.0%) Current Ratio 184.6% 198.5% (13.9 p.p.) 8
Slide 9: 03 Business & Operation Review
03 Business & Operation Review
Slide 10: Industry-leading Management Scale and High-Quality Business Growth
Industry-leading Management Scale and High-Quality Business Growth • Strengthened presence across the whole value chain of the • Contracted GFA exceeded 700 mn sq.m. and • A well-balanced management portfolio • Ranked 3rd among the “2022 Top 100 industry and achieved a rapid growth in city service b
Slide 11: Strong Footholds in Niche Markets and Remarkable Achievements in Third-party Market Expansion
Strong Footholds in Niche Markets and Remarkable Achievements in Third-party Market Expansion Continuous growth in scale driven by third-party market expansion Significant advantages in managing public buildings Diverse sources of growth and outstanding anti-cyclical capabilities • Third-party marke
Slide 12: Focusing on Professionalism and Market-oriented Approach to Achieve Steady Growth in Property Owners VAS
Focusing on Professionalism and Market-oriented Approach to Achieve Steady Growth in Property Owners VAS Breakthroughs in market expansion Steady growth in property owners VAS Focused on the professional operation to achieve rapid growth achieved through professional operation through the through ma
Slide 13: Deepening Integration Based on Shared Values and Gradually Improving Management Efficiency
Deepening Integration Based on Shared Values and Gradually Improving Management Efficiency A-Living’s post-investment integration system 3.0 Integrated management of regions to enhance operation efficiency; Improve professional level of brands to consolidate competitive edges Resource Integration Sp
Slide 14: Enhancing Service Quality and Improving Operational Efficiency through Informatization
Enhancing Service Quality and Improving Operational Efficiency through Informatization Enhancing service quality and Enhancing technology-enabled operations and improving standardization improving synergy and integration Safeguarding cities and communities Improving internal management efficiency •
Slide 15: 04 Outlook
04 Outlook
Slide 16: Productization of Services to Maintain High-quality Growth in Business Scale
Productization of Services to Maintain High-quality Growth in Business Scale Integration of Products Combination of Advantages City Classification City-focused Strategy Brand Synergy Synchronous Development Precise Targeting Precise Market Expansion Optimize resources and brand matrix Refine product
Slide 17: Building VAS Ecosystem to Create the Second Growth Curve
Building VAS Ecosystem to Create the Second Growth Curve Long-termism, Market-driven, Professionalism From community services to public-facing services, we constantly break the service boundaries to build a VAS ecosystem and strive to become a leader in the market-oriented development of VAS Scenari
Slide 18: Focusing on Service Capabilities and Building Up Core Competitiveness for Sustainable Development
Focusing on Service Capabilities and Building Up Core Competitiveness for Sustainable Development Centered around customer needs, A-Living will improve its service capabilities and build up its core competitiveness in terms of productization of services, digitization of operation, and highly-efficie
Slide 19: Adhering to Long-termism in Executing Development Strategy
Adhering to Long-termism in Executing Development Strategy Inclusion and Diversity Mission Heartwarming service to city Vision A preeminent quality service provider in China Corporate Relentless Pursuit of Excellence Lifelong caring for you Values Mutual Benefits and Common Progress Value Creation w
Slide 20: 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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