Ats Corporation · TSX:ATS
Ats — Q3 FY2024 Earnings Presentation
24 slides from Ats's earnings presentation, February 2024
Slide 1: Investor Presentation February 2024
Investor Presentation February 2024
Slide 2: Disclaimer
Disclaimer Note to Reader:This informational meeting regarding ATS Corporation is for you to familiarize yourself with the Company. We are not making any offers of securities at this time, and cannot accept orders for any securities at this time. Accordingly, this presentation shall not constitute a
Slide 3: Disclaimer
Disclaimer Non-IFRS and Other Financial Measures: Throughout this presentation management uses certain non-IFRS financial measures, non-IFRS ratios and supplementary financial measures to evaluate the performance of the Company. The terms “EBITDA”, “organic revenue”, “adjusted EBITDA”, and “free cas
Slide 4: A Decentralized Automation & Technology Leader
A Decentralized Automation & Technology Leader Strategic Provider of End-to-End Automation Solutions Strong Execution Across Our Business Driving Performance and Innovation Delivering Improvement and Growth Positioned for Continued Strong Performance 4
Slide 5: ATS at a Glance
Strategic Provider of End-to-End Automation Solutions ATS at a Glance STRONG FINANCIAL PERFORMANCE(1), (2), (3) SIGNIFICANT SCALE & CAPABILITIES C$3.0B Revenues (TTM) 65+ 85+ 20+ 7,000+ Facilities Offices Countries Employees 8.6% 18.2% 5-yr Avg. Organic 5-yr Revenue CAGR Revenue Growth C$473mm 15.9%
Slide 6: Focused on Large Attractive End Markets
Strategic Provider of End-to-End Automation Solutions Focused on Large Attractive End Markets Life Sciences Transportation Energy Food & Beverage Consumer Products • Medical devices • EV / Hybrid • Nuclear • Produce Processing • Warehouse Automation • Pharmaceuticals • Automotive • Clean energy • So
Slide 7: Transforming, Streamlining, and Optimizing Customer Operations
Strategic Provider of End-to-End Automation Solutions Transforming, Streamlining, and Optimizing Customer Operations 1. Custom Integration Customer Outputs • Discovery, Analysis, Concept Development • Design / Build Increased Efficiency • IT & MES Integration Improved Quality 2. Products & Equipment
Slide 8: ATS Business Model (ABM) is Our DNA
Strategic Provider of End-to-End Automation Solutions ATS Business Model (ABM) is Our DNA 8
Slide 9: ABM Drives Improvement
Strategic Provider of End-to-End Automation Solutions ABM Drives Improvement (1) EBIT Margin is also referred to as operating margin, which is a supplementary financial measure, please refer to "Non-IFRS Measures and Other IFRS Measures" disclaimer. 9
Slide 10: Portfolio Growth and Transformation
Strong Execution Across Our Business Portfolio Growth and Transformation COVID-19 Name change & rebrand Acquire KMW, response Acquire IPCOS, ZI- Symphoni and Comecer Divest ATW, Argus, and Triad acquire CFT F2019 F2021 F2023 F2020 F2022 F2024 F2018 Revenue by End Market (1) Life Sciences Transportat
Slide 11: Purposeful Shift in Business Mix
Strong Execution Across Our Business Purposeful Shift in Business Mix Consistent growth while intentionally shifting the nature of revenue $1.1B $591.1M FY 2018 Revenue FY 2013 Revenue 38% $2.6B FY 2023 Revenue 10% 52% Revenue by Type(1) Custom Integration Products & Equipment Services, incl. Spares
Slide 12: Targeting Value Creation in Attractive Markets
Driving Performance and Innovation Strategic Approach to M&A will Remain a Key Growth Driver Recent Other What We Look For Acquisitions Acquisitions IT.ACA. Successfully Executing Our Playbook Automation System Integrator • Growth oriented Acquired: January 2024 Attractive Targeting Value Creation i
Slide 13: Key Elements of Our Strategy
Driving Performance and Innovation Key Elements of Our Strategy Innovation Digital Growth Portfolio Management Margin Improvement Ongoing focus to drive Expanding how data and Target markets with high Using different levers strong returns and insights are collected and barriers to entry, including w
Slide 14: Continuous Focus on Margin Improvement
Delivering Improvement and Growth Continuous Focus on Margin Improvement Primary Levers Supply Chain Standardization Operating Leverage Shift in Business Mix (i.e., growth in services) ABM Initiatives Strengthening Pillars Scale & Flexibility Through Global Employee Base Total Revenue(1), (2) Adj. E
Slide 15: Leverage Managed in the Context of Significant M&A
Positioned for Continued Strong Performance Leverage Managed in the Context of Significant M&A Leverage Framework • Willing to temporarily exceed for the right target • Target must meet ATS’ strict and consistent acquisition Target criteria Range • Demonstrated history of effective use of balance sh
Slide 16: Capital Allocation Priorities – Powering the Flywheel
Positioned for Continued Strong Performance Capital Allocation Priorities – Powering the Flywheel Generate Capital Access External Capital Cash flow from operations • Credit Facility • Growth • Debt Markets • Margin Expansion • Equity Markets • Working Capital Deploy Capital • Internal Investment •
Slide 17: Long-Term Targets Aligned to Value Creation
Positioned for Continued Strong Performance Long-Term Targets Aligned to Value Creation 1 2 3 Growth Margin Expansion FCF(1) Generation Above Market Organic + +15% Adjusted EBIT 100% of Net Income Acquisitions Margin1 (multi-year target) (1) Adjusted EBIT margin is a Non-IFRS ratio and Free cash flo
Slide 18: Key Takeaways
Key Takeaways 1 2 3 4 5 Strategic Provider of Strong Driving Performance Delivering Improvement Positioned for Continued Automation Solutions Execution and Innovation and Growth Strong Performance Entrenched position with Throughout our Proven strategy with Executing across our Long runway to grow h
Slide 19: Appendix: Reconciliation of Non-IFRS Measures to IFRS Measures
Appendix Reconciliation of Non-IFRS Measures to IFRS Measures 19
Slide 20: Appendix: Reconciliation of Non-IFRS Measures to IFRS Measures
Appendix: Reconciliation of Non-IFRS Measures to IFRS Measures The following table reconciles adjusted EBITDA and EBITDA to the most directly Order Backlog Continuity (in millions of dollars) comparable IFRS measure (net income) (in millions of dollars): (C$ mm) Q3 Q3 Measure (C$ mm)1 Q3 F2018 F2019
Slide 21: Appendix: Reconciliation of Non-IFRS Measures to IFRS Measures
Appendix: Reconciliation of Non-IFRS Measures to IFRS Measures The following table reconciles working capital to the most directly comparable IFRS measures (in millions of dollars): Measure (C$ mm) F2018 F2019 F2020 F2021 F2022 F2023 Accounts receivable 209.5 217.2 291.1 285.9 348.6 399.7 Income tax
Slide 22: Appendix: Reconciliation of Non-IFRS Measures to IFRS Measures
Appendix: Reconciliation of Non-IFRS Measures to IFRS Measures The following table reconciles organic revenue to the most directly comparable IFRS measure (revenue) (in millions of dollars): (C$ mm) F2018 F2019 F2020 F2021 F2022 F2023 Organic revenue 1,100.1 1,230.5 1,327.1 1,388.0 1,721.9 2,382.1 R
Slide 23: Appendix: Reconciliation of Non-IFRS Measures to IFRS Measures
Appendix: Reconciliation of Non-IFRS Measures to IFRS Measures The following table reconciles net debt to the most directly comparable IFRS The following table reconciles free cash flow to the most directly measure (in millions of dollars): comparable IFRS measure (in millions of dollars): (C$ mm) M
Slide 24: Appendix: Reconciliation of Non-IFRS Measures to IFRS Measures
Appendix: Reconciliation of Non-IFRS Measures to IFRS Measures The following table reconciles the previously reported non-IFRS financial measures to reflect the exclusion of the stock-based compensation revaluation expenses: (C$ mm) Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 F2022 F2023 F2023 F2023 F2023 F2024 F2024 F