CIE Automotive, S.a. · BME:CIE
CIE Automotive — Investor Presentation (September 2015)
84 slides from CIE Automotive's investor presentation, September 2015
Slide 1: Company Presentation: Managing high value added processes
Company Presentation Managing high value added processes September 2015 1
Slide 2: Disclaimer
DISCLAIMER • This material has been prepared by CIE Automotive, S.A. and is disclosed solely for information purposes. • This document includes or may include statements or estimates about intentions, expectations or forecasts of CIE AUTOMOTIVE or of its management body on the present date, regardin
Slide 3: Table of contents
Table of contents 01 02 03 What is CIE Automotive Smart Innovation Automotive? Project Project 04 05 06 07 Historical Update on Strategic CIE in Stock Results results: 30th Thinking Exchange June 2015 2013-2017 33
Slide 4: What is CIE Automotive?
01 What is CIE Automotive? 44
Slide 5: Automotive components and Smart Innovation projects
D E V E LO P I N G T WO P ROJ EC T S Automotive Smart components Innovation UNIQUE business model Facing DIGITALIZATION in developed SUCCESFULLY since productive activities, by applying 01 1996, with a solid TRACK RECORD knowledge and innovation to and an IRR over 20% achieve EFFICIENCY 5
Slide 6: What is CIE Automotive?
W H AT I S C I E AU TO M OT I V E ? Mkt Cap: Employees Sales 2014: EBITDA 2014: ≈ 1,700 ≈ 25,000 2,210 Mio€ 291 Mio€ Mio€ Automotive project carried forward in the context of the necessary consolidation of the TIER2 atomized sector. Integration, sum and management of processes in a Dominion proj
Slide 7: CIE culture: what makes these projects unique
C I E C U LT U R E : W H AT M A K E S T H E S E P R O J E C T S U N I Q U E ? Our business model: 01 / 02 / Multilocation, our Commercial own answer diversification as a defense tool 03 / 04 / 05 / Diversity, a Investment Decentralized flexibility discipline and management, for instrument return exi
Slide 8: An integration and sum story
Creation CIE Acquisition A N I N T EG R AT I O N A N D S U M STO RY. . . Joint venture Divestiture Biofuels Joamar CIE Maroc Apolo Blue Pemsa Ramos A. CIE Metal Unitools Pemsa Saltillo Nugar GSB-TBK CIE Kataforesis CIE Plasty Norma SBC Cromado Matic Nanging Forg. CIE Celaya Praga Louny Inyectametal
Slide 9: With global footprint
. . .W I T H G LO BA L FO OT P R I N T NAFTA WEST EUROPE CENTRAL & EAST EUROPE USA SPAIN FRANCE ITALY CZECH REP. • Plastic Headquarters R&D • Machining • Stamping & Tube Forming ROMANIA • Dominion R&D • Machining • Dominion • Machining • Aluminum • Aluminum • Roof Systems MEXICO • Forging • Plastic
Slide 10: Automotive Project
02 Automotive Project 10
Slide 11: CIE culture: what makes Automotive project unique
2 . 1 C I E C U LT U R E : W H AT M A K E S A U T O M O T I V E P R O J E C T U N I Q U E ? Automotive 01 / 02 / business model: Multilocation, a Non usual necessary commercial geographical diversification balance 03 / 04 / 05 / Multi- Investment Decentralized technological discipline and management
Slide 12: Multilocation: automotive sales by geographical area
2 . 1 C I E C U LT U R E : 1 / M U LT I LO C AT I O N AUTOMOTIVE SALES BY GEOGRAPHICAL AREA (2014 Automotive sales, proforma including a complete year of all Mahindra CIE companies) Healthy geographical balance in sales and Brazil Nafta 13% results 20% Asia ≈ 80 production plants 13% ≈ 20,000 em
Slide 13: Commercial diversification: sales by client
2 . 1 C I E C U LT U R E : 2 / CO M M E RC I A L D I V E RS I F I C AT I O N AUTOMOTIVE SALES BY CLIENT (2014 Automotive sales, proforma including a complete year of all Mahindra CIE companies) OTHERS AUTOLIV BMW BOSCH DAF DELPHI DIESEL HONDA HYUNDAI KS MAHLE LEAR MAGNA MARUTI
Slide 14: Multitechnological portfolio
2 . 1 C I E C U LT U R E : 3 / M U LT I T EC H N O LO G I C A L P O RT FO L I O Process EU NAFTA Brazil India China Offering the integration of a whole POWERTRAIN Forgings range of different technologies in main Automotive geographical markets… Aluminum Castings …Enabling the selection of the techno
Slide 15: Multitechnological portfolio: forging, aluminum, casting, machining
2 . 1 C I E C U LT U R E : 3 / M U LT I T EC H N O LO G I C A L P O RT FO L I O FORGING PRODUCTS Crankshaft CV- Joints Axle Shaft Axle Beam ALUMINUM PRODUCTS Gearbox Housing Clutch Housing Ladder Frame Steering Housings Camshaft Cover CASTING PRODUCTS Turbo Housing Crankshaft Differential Housing Br
Slide 16: Multitechnological portfolio: stamping, plastic, roof systems
2 . 1 C I E C U LT U R E : 3 / M U LT I T EC H N O LO G I C A L P O RT FO L I O STAMPING & TUBE FORMING PRODUCTS Body in White Steering Columns Brake Booster Seat Structure PLASTIC PRODUCTS Emblems Ashtray Arm Rest Trim Parts ROOF SYSTEM PRODUCTS Glazing Opening Roof Shading MULTI- TECHNOLOGY PRODUC
Slide 17: Product portfolio aligned with sector demand drivers
2 . 1 C I E C U LT U R E : 3 / M U LT I T EC H N O LO G I C A L P O RT FO L I O Product portfolio aligned with sector’s demand key drivers: 1 2 3 4 5 6 Globalization Engine Mid size Active and Systems Comfort and reduction downsizing vehicles passive safety electrifications increase of the amount hy
Slide 18: Investment discipline and return exigence
2 . 1 C I E C U LT U R E : 4 / I N V EST M E N T D I S C I P L I N E A N D RETURN EXIGENCE STANDARD STRICT EBITDA FLEXIBLE INVESTMENT CONVERSION MACHINERY DISCIPLINE INTO CASH Valid to produce for different Investment analysis discipline, Optimization of productive customers and platforms, always re
Slide 19: Decentralized management
2 . 1 C I E C U LT U R E : 5 / D EC E N T R A L I Z E D M A N AG E M E N T GENERATE cash flow Increase INDIRECT PEOPLE PRODUCTIVITY Whole team COMMITMENT Fast and simple DECISION MAKING OBJECTIVE: DECENTRALIZED management structure VALUE Universal, flexible, multitask ENTREPRENEURS GENERATION NETWOR
Slide 20: Environmental and Social Governance
2 . 2 E N V I RO M E N TA L A N D S O C I A L G OV E R N A N C E • Taking ownership of the 10 universally accepted principles in the United Nations Global Codepacts strategic policy in the areas of human rights, labour and environment. • Reasserting our commitment to provide employees a safe and hea
Slide 21: Environmental and Social Governance
2 . 2 E N V I RO M E N TA L A N D S O C I A L G OV E R N A N C E • Focusing firmly on the future and on sustainable development by integrating commitment to environmental preservation in our management model through ambitious certification standards. • Balancing industrial activity with minimum envi
Slide 22: Smart Innovation Project
03 Smart Innovation Project 22
Slide 23: What is Dominion
3.1 WHAT IS DOMINION Smart Innovation Project Dominion is suma The sum of Solutions and Services. A global corporation present in more than 25 countries, with more than 1,000 clients and a team of more than 6,000 persons. We transform data into Intelligence. We challenge the Status Quo innovating in
Slide 24: What is Dominion: services and solutions
3.1 WHAT IS DOMINION SERVICES SOLUTIONS Efficiency innovation Product innovation Focus: Recourses Management Focus: Improving clients’ efficiency Contribution margin >10% Contribution margin >15% High recurrence Backlog Approach Technology & Manpower Intense Technology & Knowledge Intense Transversa
Slide 25: Services
3.2 SERVICES Efficiency innovation HEALTH BANKING ENERGY EDUCATION Commercialization & marketing & Logistics for clients Efficiency innovation Process & resources management TECHNOLOGICAL INDUSTRY 25
Slide 26: Our criteria for services management
3.2 SERVICES Our criteria for services management Our CHALLENGES: Our ANSWERS: - Smart Innovation model: capacity and Achieving more efficient processes, knowledge. integrated with the client’s systems. - Cost vs Price. - Technological platforms. Integrated CCC Centres (Command, Control and Communic
Slide 27: Solutions
3.3 SOLUTIONS Client Knowledge: Knowledge is Collaboration for project design the key INDUSTRY Technological knowledge: Technological Partners ENERGY R+D+i PUBLIC ADMIN. Financial knowledge and capacity: HEALTH Financial alternatives Participation and assurance capacity Project management knowledge:
Slide 28: Our management criteria in solutions
3.3 SOLUTIONS Our management criteria in solutions Our CHALLENGES: Our ANSWERS: Permanent need to develop more efficient Proved model of Technological Vitality, production processes. combining knowledge and technology. Clear commitment to R+D+i. High generation of commercial opportunities: Heterogen
Slide 29: Our intelligence model
3.4 OUR INTELLIGENCE MODEL R+D+i KNOWLEDGE PARTNERS RESOURCES BUYERS SUPPORT 2 technological centres Strategic alliances: “Strategic carrier” INNOVATION + INTELLIGENCE + DIGITALIZATION = Smart Innovation CLIENT We add value to the Client’s productive process 29
Slide 30: What makes Dominion project unique
3 . 5 C I E C U LT U R E : W H AT M A K E S D O M I N I O N P R O J E C T U N I Q U E ? Dominion business 01 / 02 / model: A global Commercial company diversifying will 03 / 04 / 05 / Multisectorial Investment Decentralized Smart Innovation discipline and management, for model return exigence value
Slide 31: A global company
3 . 5 C I E C U LT U R E : 1/ A global company We have solid presence in 28 countries: Excellent positioning in the area of Technological Services, with guaranteed recurrence. World leader in different fields of Industrial Services. Leadership in projects and EPCs covering hospitals, environme
Slide 32: A global company: sales and contribution margin
3 . 5 C I E C U LT U R E : 1/ A global company CONTRIBUTION SALES MARGIN (*) 2015 2015 (*) Contribution Margin: EBITDA before structural and central administrative costs. EBITDA: Net Operating Income + Depreciation. 32
Slide 33: Commercial diversifying will
3 . 5 C I E C U LT U R E : 2/ Commercial diversifying will 33 33
Slide 34: Commercial diversifying will: Telefonica case
3 . 5 C I E C U LT U R E : 2/ Commercial diversifying will Large number of clients (> 1,000). None of which exceeds 4% over sales, with the exception of Telefonica, as a group, with a 18%. Our principal clients and suppliers are market leaders in their respective markets and all together we form a b
Slide 35: Multisector services: some examples
3 . 5 C I E C U LT U R E : 3/ Multisector. Services. Some examples INNOVATIVE INNOVATIVE PROJECTS STIRRING UP TECHNOLOGICAL SERVICES IN THE AUDITING SERVICE ONLINE PROCESSES BANKING SECTOR ACQUISITION COSTS Telco leader (Peru) Bank leader (Mexico) Telco leader (Brazil) Leaders in Telco, Assurance, B
Slide 36: Multisector services: some examples
3 . 5 C I E C U LT U R E : 3/ Multisector. Services. Some examples SPEEDING UP REPAIRINGS FOR ROBOT ONLINE SALES AND MINOR DAMAGES IN DEVELOPMENT FOR BUDGET HEAT CONDITIONS, A MORE EFFICIENT OPTIMIZING >1000º MAINTENANCE Leaders in Telco, Banking, Assurance, Retail, Travel and Steel & Glass Steel Pu
Slide 37: Multisector solutions: some examples
3 . 5 C I E C U LT U R E : 3/ Multisector. Solutions. Some examples ANTITSUNAMIS EPCs TO PREVENT INNOVATIVE DESIGN EPC FOR AN ALERT PLATFORM NATURAL FOR ICONIC PROJECT DISASTERS CONCENTRATION THERMOSOLAR ENERGY Battersea Power Station - Chile Nation-wide (Latam) Energy Sector London Design and deplo
Slide 38: Multisector solutions: some examples
3 . 5 C I E C U LT U R E : 3/ Multisector. Solutions. Some examples A NEW HOSPITAL NEW EPC SCHEME OPOLE – POWER DEVELOPMENT FOR THE BIGGEST PLANT COMMITED MODEL HOSPITAL IN CHILE WITH THE ENVIRONMENT Chile Chile Poland 15 years concession Turn key project Design and construction of Design, con
Slide 39: Investment discipline and return exigence
3 . 5 C I E C U LT U R E : 4/ Investment discipline and return exigence STRICT R&D EBITDA M&A INVESTMENT CONVERSION SCREENING DISCIPLINE INTO CASH Strict screening and control on Strong analysis and return Tax shield, low Capex the integration of knowledge exigence in our preference for requirements
Slide 40: Decentralized management
3 . 5 C I E C U LT U R E : 5/ Decentralized management Global and online organizational model, by division and countries, guaranteeing communication and capillarity. “Vital few vs trivial many”: multipurpose management with a common efficiency culture. Flexibility: Subcontracting. Capacity and knowl
Slide 41: Environmental and Social Governance
3.6 Environmental and Social Governance CORPORATE GOVERNANCE Internal Control Systems that ensure the reliability of the financial information. Tools for the supervision of the decision making processes and the efficient use of the resources, aiming at protecting our shareholders’ interests. HUMAN R
Slide 42: CSR: environmental sustainability, clients, social commitment
ENVIRONMENTAL SUSTAINABILITY ISO 14000 standardized activities. Recycling and energy efficiency policies. CLIENTS AND SUPPLIERS We rely on our Ethical and Conduct Code to guarantee a model of responsible relation. SOCIAL COMMITMENT We encourage the participation of local employees and suppliers. We
Slide 43: Financials: sector averages
3.7 FINANCIALS Sector 2008-2014 Sector Average 2008 * EBIT / Net Assets (RONA) 21% EBITDA / Sales 9% EBIT / Sales 7.7% Net Result/ Sales 5.5% Debt/ EBITDA 1.4 Sector Average 2014 * EBIT / Net Assets (RONA) 8.5% EBITDA / Sales 8% EBIT / Sales 5.8% Net Result/ Sales 3.8% Debt/ EBITDA 2.7 * Source : CN
Slide 44: Financials: Dominion targets 2015-2019
3.7 FINANCIALS Dominion 2015-2019 Dominion 2015 EBIT / Net Assets (RONA) >15% EBITDA / Sales 8% EBIT / Sales 6% Net Result/ Sales >3% Debt/ EBITDA <2 Sales > 500M€ EBIT > 30M€ Dominion 2019* EBIT / Net Assets(RONA) >25% EBITDA / Sales >10% EBIT / Sales 8% Net Result/ Sales 5% Debt/ EBITDA <2 Sales >
Slide 45: Historical Results
04 Historical Results 45
Slide 46: Historical performance: turnover and EBITDA
HISTORICAL PERFORMANCE ∆ 27% ∆ 21% 2160 291 240 1696 234 1673 224 1563 1429 193 181 1261 157 1109 1016 133 959 116 116 782 670 91 571 80 481 56 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 Adjusted Turnover (*) (€ M
Slide 47: Historical performance: EBIT and net income
HISTORICAL PERFORMANCE 172 81 150 145 141 61 61 60 112 54 51 104 90 42 41 74 35 59 53 42 20 34 13 11 16 3 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 EBIT (**) (€ Mio) Net Income for the year (€ Mio) (**) EBIT: Net
Slide 48: Historical performance: leverage ratios
HISTORICAL PERFORMANCE NFD/EBITDA (*) (x) NFD/Equity (*) (x) 4,6x 4,3x 720 2,1x 574 1,9x 535 538 1,7x 1,7x 507 3,0x 1,4x 2,6x 408 3,0x 2,5x 394 2,4x 2,6x 2,6x 1,4x 1,4x 2,0x 342 1,9x 1,0x 1,8x 1,1x 255 242 238 235 254 1,0x 1,5x 0,8x 0,8x 0,7x 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 20
Slide 49: Update on results: 30th June 2015
05 Update on results: 30th June 2015 49
Slide 50: Group Results 1S 2015
— LFA).Group Results 1S 2015
Slide 51: Highlights 2015
HIGHLIGHTS 2015 30/06/2014 % 30/06/2015 Adjusted Turnover (*) (€ Mio) 1,029.7 +30% 1,338.6 EBITDA (**) (€ Mio) 140.4 +33% 187.0 Net Income (**) (€ Mio) 39.5 +74% 68.8 Equity (€ Mio) 711.2 +33% 943.9 Net Income per share (€) 0.31 +71% 0.53 30.06 Share Price (€ per share) 10.50 +38% 14.53 Year end num
Slide 52: 1S 2015 CIE Group results
1 S 2 0 1 5 C I E G RO U P R ES U LT S (€ Mio) 1S 2014 % 1S 2015 Turnover 1,058.4 1,338.6 Adjusted Turnover (*) 1,029.7 +30% 1,338.6 EBITDA (**) 140.4 +33% 187.0 % EBITDA on adjusted turnover 13.6% 14.0% EBIT (**) 87.0 +43% 124.1 % EBIT on adjusted turnover 8.4% 9.3% Profit for the year 49.8 82.8 Ne
Slide 53: 2Q 2015 CIE Group results
2 Q 2 0 1 5 C I E G RO U P R ES U LT S (€ Mio) 2Q 2014 % 2Q 2015 Turnover 527.8 676.1 Adjusted Turnover (*) 513.4 +32% 676.1 EBITDA (**) 70.2 +35% 95.0 % EBITDA on adjusted turnover 13.7% 14.1% EBIT (**) 43.0 +48% 63.9 % EBIT on adjusted turnover 8.4% 9.4% Profit for the year 24.5 +75% 42.9 Net Inco
Slide 54: 1S 2015 CIE Group results commentary
1 S 2 0 1 5 C I E G RO U P R ES U LT S First semester with new consolidation perimeter of the Group Once again, historical Record in Turnover, EBITDA and Net Income. Turnover increases by 30% during semester, EBITDA by 33% and Net Income reaches €68.8Mio, 74% higher than 1S2014 This growth is
Slide 55: Automotive
5.2 Automotive 55
Slide 56: 1S 2015 Automotive results
1 S 2 0 1 5 AU TO M OT I V E R ES U LT S (€ Mio) 1S 2014 % 1S 2015 Turnover 979.6 1,104.4 Adjusted Turnover (*) 950.9 +16% 1,104.4 EBITDA (**) 134.3 +26% 169.6 % EBITDA on adjusted turnover 14.1% +1.3pp 15.4% EBIT (**) 84.0 +35% 113.1 % EBIT on adjusted turnover 8.8% +1.4pp 10.2% (*) Proforma value
Slide 57: 2Q 2015 Automotive results
2 Q 2 0 1 5 AU TO M OT I V E R ES U LT S (€ Mio) 2Q 2014 % 2Q 2015 Turnover 488.1 556.2 Adjusted Turnover (*) 473.7 +17% 556.2 EBITDA (**) 67.6 +27% 85.5 % EBITDA on adjusted turnover 14.3% +1.1pp 15.4% EBIT (**) 42.2 +37% 57.6 % EBIT on adjusted turnover 8.9% +1.5pp 10.4% (*) Proforma value calcula
Slide 58: 1S 2015 Automotive geographical distribution
1 S 2 0 1 5 AU TO M OT I V E G EO G R A P H I C A L D I ST R I B U T I O N Turnover EBITDA (*) 14% 10% 10% 7% 22% Brazil 18% Brazil 30% NAFTA NAFTA 23% Europe Europe Mahindra Europe Mahindra Europe Asia (India/China) Asia (India/China) 31% 35% (*) EBITDA: Net Operating Income + Depreciation Evolut
Slide 59: 1S 2015 Automotive profitability by region
1 S 2 0 1 5 AU TO M OT I V E P R O F I TA B I L I T Y BY R EG I O N 1S2014 1S2015 EBITDA: 16,5% EBITDA: 17,1% Margins, far above the market average, continue growing. Ex-Mahindra Europe EBIT: 9,3% EBIT: 10,3% EBIT margin is in double digit level EBITDA: 12,5% Growing margins improvement supported by
Slide 60: Growth 2014-2015: market vs CIE organic growth
G ROW T H 2 0 1 4 - 2 0 1 5 ( % ) Market growth vs CIE organic growth (1) 3.7% 6.3% 2.8% 5.8% Market CIE 9.5% Europe Market CIE 1.9% China Market CIE NAFTA 5.9% Brazil Market CIE Market CIE -17.0% -6.1 % -6.9% India Global Production +1.3% Source: Motor vehicle production HIS June 2015 (growth % in
Slide 61: Growth 2014-2015: market vs CIE organic and perimeter
G ROW T H 2 0 1 4 - 2 0 1 5 ( % ) Market growth vs CIE organic and perimeter growth (1) 8.4 % 6.3% 2.8% 5.8% Market CIE 9.5% Europe Market CIE 1.9% China Market CIE 73.5% NAFTA 5.9% Brazil Market CIE Market CIE -17,0% -17.0% -6,1 -6.1 % -0,2% -16,6% India Global Production +1.3% Source: Motor vehicl
Slide 62: Growth 2015-2018 vehicle production
G ROW T H 2 0 1 5 - 2 0 1 8 ( M i o U n i t s ) 21.9 2.7% 26.9 5.6% 20.3 18.4 22.9 1.7% 2015E 2018E 17.5 Europe 2015E 2018E China 2015E 2018E 10.6% 5.1 NAFTA 3.8 2.9% 2.7 2.5 2015E 2018E India 2015E 2018E Brazil Source: Motor vehicle production HIS June 2015 % Growth: CAGR (Compound Annual Growth Ra
Slide 63: Dominion
CY) LF) Dominion
Slide 64: 1S 2015 Dominion results
1 S 2 0 1 5 D O M I N I O N R ES U LT S (€ Mio) 1S 2014 % 1S 2015 Turnover 78.8 +197% 234.2 EBITDA (*) 6.1 +184% 17.4 % EBITDA % EBITDA s/ cifraon turnover negocio ajustada 7.8% 7.4% 268,6 EBIT (*) 3.0 +272% 11.0 % EBIT on turnover 3.8% 4.7% (*) EBITDA: Net Operating Income + Depreciation, EBIT: Net
Slide 65: 2Q 2015 Dominion results
2 Q 2 0 1 5 D O M I N I O N R ES U LT S (€ Mio) 2Q 2014 % 2Q 2015 Turnover 39.7 +202% 119.8 EBITDA (*) 2.7 +252% 9.5 % EBITDA % EBITDA s/ cifraon turnover negocio ajustada 6.7% 13,5% 227,2 7.9% EBIT (*) 0.8 +687% 6.3 % EBIT on turnover 2.1% 5.2% (*) EBITDA: Net Operating Income + Depreciation, EBIT:
Slide 66: 1S 2015 Dominion profitability by business unit
1 S 2 0 1 5 D O M I N I O N P RO F I TA B I L I T Y BY B U S I N ES S U N I T SOLUTIONS SERVICES Turnover: 95.5 € Mio Turnover: 138.7 € Mio Contribution Margin (*): 14.9% Contribution Margin (*): 10.1% (*) Contribution Margin: EBITDA before structural and central administrative costs 66
Slide 67: 1S 2015 Dominion geographical and business units distribution
1 S 2 0 1 5 D O M I N I O N G EO G R A P H I C A L A N D B U S I N E S S UNITS DISTRIBUTION 2015 2015 CONTRIBUTION TURNOVER MARGIN* Asia & Oceania Europe Asia & Oceania 22% 53% 31% Europe SERVICES SERVICES 7% 10% 27% SOLUTIONS SOLUTIONS 17% 21% SOLUTIONS SOLUTIONS 7% 15% SERVICES 20% SERVICES SERVIC
Slide 68: Balance Sheet
5.4 Balance Sheet 68
Slide 69: CIE Group balance sheet
C I E G RO U P BA L A N C E S H E E T Million Euros 31/12/2014 30/06/2015 Fixed Assets 1,897.7 1,964.0 Net Working Capital (154.1) (97.4) Total Net Assets 1,743.6 1,866.6 Equity 861.6 943.9 Net Financial Debt (*) 720.6 790.4 Others (Net) 161.4 132.3 Total Equity and Liabilities 1,743.6 1,866.6 (*) N
Slide 70: Net financial debt structure
N E T F I N A N C I A L D E BT ST R U C T U R E Amount Maturity Characteristics (in € Mio) - In Euros Syndicated Loan ≈ 450 5 years bullet - Rates related to NFD/EBITDA ratio - Partially swapped to fixed rate - In Euros EIB ≈ 100 7 years, with 2 years grace - Partially swapped to fixed rate - In Dol
Slide 71: Dominion balance sheet
D O M I N I O N BA L A N C E S H E E T Million Euros 31/12/2014 30/06/2015 Fixed Assets 266.7 274.5 Net Working Capital (64.2) (46.3) Total Net Assets 202.5 228.2 Equity 108.4 112.4 Net Financial Debt (*) 31.8 67.6 Others (Net) 62.3 48.2 Total Equity and Liabilities 202.5 228.2 (*) Net Financial Deb
Slide 72: Strategic Thinking 2013-2017
06 Strategic Thinking 2013-2017 72
Slide 73: Strategic thinking: reaffirming our strategy
ST R AT EG I C T H I N K I N G 2 0 1 3 - 2 0 1 7 : R E A F F I R M I N G O U R S T R AT E G Y In the Strategic Plan 2013-2017 we analyzed CIE and its environment Automotive industry is undergoing a fast transformation in order to adapt itself to main trends of the Sector… Increasing importance of
Slide 74: Strategic Plan goals: sales and EBITDA
ST R AT EG I C T H I N K I N G 2 0 1 3 - 2 0 1 7 : R E A F F I R M I N G O U R S T R AT E G Y In the Strategic Plan 2013-2017 we set the following overall goals: 500 3500 450 3000 400 2500 350 300 2000 250 1500 200 1000 150 100 500 50 0 2013 2014 2015 2016 2017 2013 2014 2015 2016 2017 SALES evoluti
Slide 75: Strategic Plan goals: EBIT and RONA
ST R AT EG I C T H I N K I N G 2 0 1 3 - 2 0 1 7 : R E A F F I R M I N G O U R S T R AT E G Y In the Strategic Plan 2013-2017 we set the following overall goals: 10,0% 25,0% 8,0% 20,0% 6,0% 15,0% 4,0% 10,0% 2,0% 5,0% 0,0% 0,0% 2013 2014 2015 2016 2017 2013 2014 2015 2016 2017 % EBIT (*) evolution %
Slide 76: Strategic objectives are a reality
ST R AT EG I C T H I N K I N G 2 0 1 3 - 2 0 1 7 : R E A F F I R M I N G O U R S T R AT E G Y Today these strategic objectives are… …a reality Strategic Plan aims for the profitable growth of the Group, generating high value for shareholder 76
Slide 77: Strategic commitment 2013-2017
ST R AT EG I C CO M M I T M E N T 2 0 1 3 - 2 0 1 7 : R E A F F I R M I N G O U R S T R AT E G Y TURNOVER TURNOVER ≈ € 1,800mio ≈ € 3,000mio NFD / NFD / EBITDA <1.5x 2013 2017 EBITDA 2.4x CAPEX € 500mio CAPEX 2013-2017 (*) € 1,000mio EBIT > 9% EBIT ≈ 9% (*)Maintenance investment ≈ € 500mio Greenfiel
Slide 78: In 2015 we will be very close to our commitment
ST R AT EG I C CO M M I T M E N T 2 0 1 3 - 2 0 1 7 : R E A F F I R M I N G O U R S T R AT E G Y SALES ≈ € 2,700mio In 2015 we will be NFD / very close to our 2015 EBITDA ≈ 2.0x CAPEX accumulated 2013-2015 (*) commitment for € 700mio 2017 EBIT > 8% (*) Maintenance investment ≈ € 300 mio Greenfields
Slide 79: Key factors of the project for 2015
Key factors of the project for 2015 are: Market share CIE standards Strategic products increase additional achievement in launch in NAFTA to European market Mahindra Europe with higher growth margins Productivity Improvement Smart Innovation and market rhythm of our division share increase in operat
Slide 80: CIE in Stock Exchange
07 CIE in Stock Exchange 80
Slide 81: CIE in stock exchange: share price vs Ibex 35
CIE C I E I N STO C K E XC H A N G E CIE share price performance vs Ibex 35 160% 140% 120% 100% 80% 60% 40% 20% 0% -20% CIE Automotive IBEX 35 € 81mio € 60mio 0.63 Net Income (€ Mio) and 0.51 Earnings Per Share (€) 2013 2014 81
Slide 82: CIE in stock exchange: performance vs Ibex 35
CIE C I E I N STO C K E XC H A N G E CIE share price Performance vs Ibex 35 250% 200% 150% 100% 50% 0% -50% IBEX 35 CIE Automotive €68.8Mio €39.5Mio 0.53 Net Income (€Mio) and 0.31 Earnings Per Share (€) 1S 2014 1S 2015 82
Slide 83: CIE in stock exchange
C I E I N STO C K E XC H A N G E 2015 2014 2013 2012 until September 30th Market Cap (€ Mio) 1,605 1,453 950 593 Number of shares (Mio) 129 129 119 114 Last Price % EBITDA of period s/ cifra (euros) negocio ajustada 12.4 11.26 8.00 5.20 Maximum Price of period (euros) 15.38 12.29 8.35 5.86 Minimum P
Slide 84: Thank you
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CIE Automotive — Investor Presentation (September 2015) on 6ix