Ryerson Holding Corporation · NYSE:RYZ
Ryerson — BMO Capital Markets 25th Global Metals and Mining Conference 2016
32 slides from Ryerson's conference presentation, Mar 1, 2016
Slide 1: BMO Capital Markets 25th Global Metals and Mining Conference
BMO C a p i t a l M a r k e t s 2 5 TH G L O B A L M E TA L S A N D M I N I N G C O N F E R E N C E MARCH 1, 2016 1 B M O M E T A L S A N D M I N I N G C O N F E R E N C E 1
Slide 2: Important Information About Ryerson Holding Corporation
IMPORTANT INFORMATION ABOUT RYERSON HOLDING CORPORATION These materials do not constitute an offer or solicitation to purchase or sell securities of Ryerson Holding Corporation and no investment decision should be made based upon the information provided herein. Ryerson strongly urges you to review
Slide 3: Business Overview
Business Overview EDDIE LEHNER PRESIDENT AND CHIEF EXECUTIVE OFFICER 3 B M O M E T A L S A N D M I N I N G C O N F E R E N C E 3
Slide 4: Ryerson
Ryerson • One of North America’s largest metals processors and distributors, with TTM sales of $3.4 billion • More than 100 locations in U.S., Canada, Mexico, China and Brazil • Founded in 1842; relisted on NYSE with IPO in August 2014 • Distribute more than 70,000 products to 35,000 active customer
Slide 5: Executive Summary
Executive Summary 1 Transformation creating a stronger company 2 Industry-leading expense and working capital management 3 Successful shift to higher value mix and value-added processing 4 Building sustainable competitive advantages to fuel growth 5 Generating counter cyclical cash flow and delevera
Slide 6: Transformation Driving Industry-Leading Performance
Transformation Driving Industry-Leading Performance OPERATIONAL EFFICIENCY MARGIN EXPANSION PROFITABLE GROWTH Structural cost reduction Shift product mix Leveraging scale in highly Expense control leadership Optimize customer mix fragmented market Working capital leadership Value-driven pricing and
Slide 7: Weak Service Center Shipments
Weak Service Center Shipments* Monthly shipments ton in thousands Current industry shipments below pre- and post-recession averages *Source: MSCI 7 B M O M E T A L S A N D M I N I N G C O N F E R E N C E 7
Slide 8: Demand Uncertainty
Demand Uncertainty* PMI index contracted in December *Source: Institute for Supply Management 8 B M O M E T A L S A N D M I N I N G C O N F E R E N C E 8
Slide 9: Persistent Deflation in 2015
Persistent Deflation in 2015 1.250 CRU HRC LME Nickel Midwest Aluminum 1.150 Price index to Jun. 2014 1.050 0.950 0.850 0.750 0.650 0.550 0.450 Deflationary trends have persisted for industrial metals in 2015, with average prices down 40% from 4Q, ‘14 to 4Q, ‘15 9 B M O M E T A L S A N D M I N I N G
Slide 10: Transformation Driving Industry-Leading Performance: Operational Efficiency
Transformation Driving Industry-Leading Performance OPERATIONAL EFFICIENCY MARGIN EXPANSION PROFITABLE GROWTH Structural cost reduction Shift product mix Leveraging scale in highly Optimize customer mix fragmented market Expense control leadership Value-driven pricing and value- Multi-channel sales
Slide 11: Proven Operational Efficiency
Proven Operational Efficiency Expenses as a percent of sales(1) Working capital management Inventory days of supply (DOS) 17.7% 110 109 16.3% 16.4% 17.6% 95 107 11.9% 84 82 12.5% 82 74 10.5% 11.5% 2011 2012 2013 2014 2011 2012 2013 2014 Competitor averages are based on Ryerson’s analysis of financia
Slide 12: Transformation Driving Industry-Leading Performance: Margin Expansion
Transformation Driving Industry-Leading Performance OPERATIONAL EFFICIENCY MARGIN EXPANSION PROFITABLE GROWTH Structural cost reduction Shift product mix Leveraging scale in highly fragmented market Expense control leadership Optimize customer mix Multi-channel sales and distribution Working capital
Slide 13: Higher Value Mix to Improve Margins
Higher Value Mix to Improve Margins PRODUCT MIX (percentage of sales) HIGHER MARGIN MIX 100% 4% 2% ~ 90% 16% 80% 31% 23% 42% • Optimize shape mix for 15% margin, working capital 70% 19% investment and cost to serve Service 60% 12 Multi- Center 50% Markets ~ • Increase higher margin 40% value-added p
Slide 14: Transformation Driving Industry-Leading Performance: Profitable Growth
Transformation Driving Industry-Leading Performance OPERATIONAL EFFICIENCY MARGIN EXPANSION PROFITABLE GROWTH Structural cost reduction Shift product mix Leveraging scale in highly Expense control leadership Optimize customer mix fragmented market Working capital leadership Value-driven pricing and
Slide 15: Leveraging Scale and Integrated Network
Leveraging Scale and Integrated Network BENEFITS • Better asset utilization: • Shared and optimized inventory • Shared processing equipment • Shared human resources 12 Multi- Ryerson Integrated Service Markets Network of 100+ • More responsive customer service Center Locations and prospecting: • Loc
Slide 16: Investing in the Businesses
Investing in the Businesses • More than $100 million growth capex since 2010, expanding value-added capabilities • Six bolt-on acquisitions since 2010 • Accretive to earnings and margins • Focus on value-added processing • Broaden transactional customer portfolio 16 B M O M E T A L S A N D M I N I N
Slide 17: Impact of Transformation: Performance Versus Peers
Impact of Transformation: Performance Versus Peers Gross margin, excluding LIFO Adjusted EBITDA margin, excluding LIFO 25.0% 22.4% 22.1% 21.6% 21.3% 7.0% 21.4% 5.8% 20.0% 6.0% 6.0% 5.0% 4.7% 4.8% 15.0% 17.6% 16.1% 16.9% 4.0% 5.0% 4.9% 3.9% 15.2% 4.7% 3.7% 15.0% 10.0% 3.0% 3.6% 2.0% 5.0% 1.0% 0.0% 0.
Slide 18: Ryerson's Differentiated Model
Ryerson’s Differentiated Model “ONE RYERSON” • Single franchise / one brand • Great customer experiences CONNECTIVITY GLOBAL SCALE RYERSON • Technical knowledge • Global capabilities in Leveraging Scale and • Processing and fabrication local markets • Logistics Integrated Network • Inventory service
Slide 19: Financial Overview
Financial Overview ERICH SCHNAUFER CHIEF FINANCIAL OFFICER 19 B M O M E T A L S A N D M I N I N G C O N F E R E N C E 19
Slide 20: Ryerson Financial Priorities
Ryerson Financial Priorities Support corporate transformation and weather current 1 industry conditions 2 Reduce balance sheet leverage Invest in high return growth capital projects and attractive 3 “bolt-on” companies 20 B M O M E T A L S A N D M I N I N G C O N F E R E N C E 20
Slide 21: Strong Execution in a Recessionary Environment
Strong Execution in a “Recessionary” Environment • Generate strong countercyclical cash flow • Reduce debt • Maintain positive EBITDA • Announced additional action in November 2015, with plans to achieve annualized expense savings of $20 million by mid-2016 and realize more than $10 million from sal
Slide 22: Nine Months of 2015: Impacted by Deflationary Pressure
Nine Months of 2015: Impacted by Deflationary Pressure Net income attributable to Ryerson Holding Corp. ($M) Adjusted EBITDA, excluding LIFO 30 20 250 10 200 5 $20.02 0 150 $1.6 -5 100 -10 $177.4 -20 50 ($30.5)1 -30 0 $94.8 9 mos. 2014 9 mos. 2015 9 mos. 2014 9 mos. 2015 1 Includes IPO-related and d
Slide 23: Counter-Cyclical Cash Flow and Debt Reduction
Counter-Cyclical Cash Flow and Debt Reduction Cash Flow From Operations ($M) First Nine Months of 2015 200 • Repurchased 150 $60 million 100 principal amount of long-term notes $192.6 $162.9 50 • Reduced total debt 0 $165 million or 13% 9 mos. 2014 9 mos. 2015 -50 ($34.7) 23 B M O M E T A L S A N D
Slide 24: Conclusion
Conclusion EDDIE LEHNER PRESIDENT AND CHIEF EXECUTIVE OFFICER 24 B M O M E T A L S A N D M I N I N G C O N F E R E N C E 24
Slide 25: Conclusion
Conclusion 1 Transformation creating a stronger company 2 Industry-leading expense and working capital management 3 Successful shift to higher value mix and value-added processing 4 Building sustainable competitive advantages to fuel growth 5 Generating counter cyclical cash flow and deleveraging ba
Slide 26: Appendix
Appendix 26 B M O M E T A L S A N D M I N I N G C O N F E R E N C E 26
Slide 27: Non-GAAP Reconciliation
Non-GAAP Reconciliation EBITDA represents net income before interest and other expense on debt, provision for income taxes, depreciation and amortization. Adjusted EBITDA gives further effect to, among other things, impairment charges on assets, reorganization expenses and the payment of management
Slide 28: Non-GAAP Reconciliation
Non-GAAP Reconciliation Figures may not add due to rounding. ($M) 2010 2011 2012 2013 2014 Net Sales $3,896 $4,730 $4,025 $3,460 $3,622 Gross Profit $540 659 710 617 594 LIFO Expense (Income) 52 48 (63) (33) 42 Gross Profit, excluding LIFO $592 $707 $647 $584 $636 Gross Margin, excluding LIFO 15.2%
Slide 29: Non-GAAP Reconciliation
Non-GAAP Reconciliation ($M) 9 mos. 2014 9 mos. 2015 Net Income attributable to Ryerson Holding $(30.5) $20.0 Interest and other expense on debt 82.8 74.5 Provision for income taxes 0.7 16.1 Depreciation and amortization expense 34.0 33.9 EBITDA $87.0 $144.5 Reorganization 3.1 5.0 Advisory Service F
Slide 30: Net Debt to Adjusted EBITDA, excl. LIFO Reconciliation
Net Debt to Adjusted EBITDA, excl. LIFO Reconciliation Figures may not add due to rounding. Trailing 12-mos. 2010 2011 2012 2013 2014 (as of 9/30/15) ($M) Cash and Cash Equivalents $63 $62 $71 $74 $60 $48 Marketable Securities 20 10 21 21 11 3 Total Debt 1,211 1,316 1,305 1,295 1,259 1,094 Net Debt
Slide 31: Capitalization
Capitalization Figures may not add due to rounding. 9/30/15 Trailing 12-mos. Adj. EBITDA, Book Value excl. LIFO Multiple ($M) (as of 9/30/15) Cash and Cash Equivalents $48 Marketable Securities 3 Availability under Revolver 218 and Foreign Debt Facilities Total Liquidity $269 ABL Revolver due 2017 $
Slide 32: B M O M E T A E
32 B M O M E T A L S A N D M I N I N G C O N F E R E N C E 32
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