Sdi Group (LSE:SDI) — Final Results

0:01 Good afternoon, ladies and gentlemen, and welcome to the SDI GROUP PLC final results investor presentation. Throughout this recorded presentation, investors will be in listen only mode. Questions are encouraged. They can be submitted at any time via the q and a tab that's just situated on the right hand corner of your screen. Please just simply type in your questions and press send. The company may not be in a position to answer every question it receives during the meeting itself. However, the company can review all questions submitted today, and we'll publish those responses where it's appropriate to do so. Before we begin, we would just like to submit the following poll. And as usual, if you would give that your kind attention, I'm sure the company would be most grateful. And I would now like to hand you over to CEO, Steven Brown. Steven, good afternoon, sir. Good afternoon. I would like to welcome you on behalf of myself and group CFO, Amit Sharma.

0:48 It is a pleasure to be hosting my first set of full results as CEO of SDI GROUP for FY '24, which had been somewhat of a tale of two halves with a stronger second half.

1:00 For those of who who I've not not spoken to before, I joined the business at the tail end of September 2023 initially, a chief operating officer. In that role, I had a clear brief, not only to accelerate m and a, but to get under the skin of each of the portfolio businesses and understand what was working across the portfolio and what could be improved. I visited each of the businesses in multiple occasions, spending time with the management teams to understand them, the markets in which they operate, their positioning within those markets, and potential opportunities. When my creating step down in January, I became CEO and now the opportunity to not only pick some low hanging fruit, but to develop a forward looking strategy based on the thorough understanding of the portfolio that I had built during my time as COO.

2:00 Alongside a review of f y '24, much of which we covered today will be explaining our refined strategy for the business and how we're going to deliver sustainable growth going forward. In terms of agenda, I will do an overview of the group, our model, and our portfolio. Ami and I will then provide an overview of FY '24. The financial results will then be covered in more detail by Amy. Amy will then hand back to me to provide a strategy update. I will then wrap up with a brief summary and run through the outlook for the future. We will, of course, leave plenty of time for q and a at the end of the presentation, so please submit your questions as we progress.

2:57 The message here is that we are not intended to radically change the existing SDI model, but it is reset time. It's a new dawn, a new phase for SDI. We have clarity about what SDI is going forward and the true value proposition. The key takeaway from this slide is that the group is now a sustainable and robust platform on which to build the next generation of SDI. We can simply define our strategy in two parts, organic growth and inorganic growth. We see organic as our ability to sustain and build growth from our strong portfolio of existing businesses and inorganic as our ability to identify and execute incremental acquisitions.

3:53 We have a clear plan for both half of the strategy, and we'll also outline how they support each other to deliver future value. The eight boxes you can see here show how we deliver. These combine the best of what we are doing in the past with new actions that we will deliver in our strategy to the future and drive growth.

4:19 We continue to be a buy and build business with an excellent track record of delivering value enhancing acquisitions. We now have a very clear set of criteria for acquisitions and focus on opportunities that will add more to the group than just earnings enhancement. Diversification of the portfolio becomes even more important to us to capitalize on opportunities across multiple sectors, markets, and geographies. The value add that we can deliver is twofold. Firstly, focusing our acquisition strategy on businesses that give us a double bump, by not only delivering earnings, but also enhancing the value of the existing portfolio.

5:10 For example, by opening new markets for existing portfolio businesses.

5:16 Secondly, by facilitating enhanced growth opportunities for the portfolio companies by being part of the group and collaborating with others within the portfolio. Our focus on high growth remains either targeting acquisitions in high growth markets, supporting portfolio businesses within high growth markets, or helping portfolio companies to access those high growth markets. We will retain our lean structure and agility at the group level, empowering the management teams in our portfolio companies to innovate and drive growth whilst ensuring the group retains the functions it needs to deliver our strategy.

6:03 When looking at the growth loop, the fundamental point here is on the focus on unlocking organic growth. For example, by bringing businesses together to target certain markets, this, in combination of the acquisition strategy I've already outlined, creates a virtuous loop of opportunities for the group.

6:27 With the strategy in place and the resources available to deliver it, this comes together to deliver a sustainable platform for growth going forward, enabling us to continue to create value for shareholders.

6:47 As we have carried out our strategic review, understanding the drivers of the portfolio businesses and the opportunities open to them, we have decided to resegment the portfolio into three target areas. The first is lab equipment, second is industrial and scientific sensors, and the third is industrial and scientific products. We see the growth potential in each of these target markets, have a strong portfolio of businesses in each of them already, and see real synergies in grouping the businesses to work together in clear specialist areas. This focused segmentation supports both organic and inorganic strategy, leveraging our existing portfolio and through acquisitions that achieve the double bump we referenced earlier.

7:44 With this slide, we wanted to show the global markets in which our portfolio of businesses operate with more than 40% of our current revenue coming from exports. This builds the diversification of revenues we highlighted earlier, and we are looking to grow these going forward.

8:09 We have a predominantly UK focus with the businesses in the portfolio and those which we will acquire in the short term going forward. However, the various high growth sectors in which we operate, highlighted at the bottom of the slide, are global in nature, providing diversification of income and strong market opportunities in an exporter such as the SDI GROUP.

8:37 So moving on to an overview of FY '24, I will hand to Ami to take you through the financials for the year. Thank you, Stephen. Good afternoon, everyone. You'll have seen the numbers this morning, so I won't spend a lot of time on this slide as I will talk about them in a little bit more detail later on in the presentation. In summary, it was a robust performance given the challenging macroeconomic background and the difficult comparative numbers, which included a considerable amount of COVID related revenue. When you exclude that COVID related revenue from the prior year, the business was largely flat organically, whilst inorganic growth was up nearly 11%, representing £7,200,000.

9:25 Most importantly, we generated a significant amount of cash over the period, with cash generated from operations being £9,400,000, which was down £1,500,000 year on year, but was significantly lower than the profits reduction of circa £3,000,000 As Stephen mentioned earlier, we delivered a much stronger half with improvements in revenue, profit, and cash. Finally, just a note, the tax rate has increased for everyone from 19% to 25%, and that has had an impact on adjusted diluted EPS. So I'll now hand back to Stephen, who will detail the operational delivery during the year.

10:14 Thank you, Ami. This is a reflection on the year just gone, during which, as Ami said, we have delivered robust results despite the headwinds faced, particularly in the first half of the year. These included the unwinding of COVID related orders, our related destocking by key customers and the higher cost of debt, the financial implications of which I may review later in the presentation.

10:45 We did deliver a much stronger second half to the year with the changes to the SDI management team and revised strategy in place. We took proactive actions in a number of areas, including transitioning from a reactive to a proactive approach and gaining commercial traction within the portfolio, which delivered improved performance in the second half. We also delivered a new acquisition midyear, Peak Sensors, which contributed £1,000,000 in sales. As Ami has mentioned, we delivered strong cash generation whilst continuing to invest and enhance capabilities during the year. Looking forward, this year has been about building the platform for sustainable growth going forward, and we achieved a great deal.

11:39 Our new strategic framework is in place, and we're already seeing successful collaboration between our portfolio companies. We have continued to invest in development of the businesses with £1,800,000 has been spent in r and d and product development, largely in Synoptics, Fraser, Shell and Attic.

12:01 We now have dedicated resources to continue to drive organic growth strategy and a renewed focus for inorganic growth strategy. We have a strong active m and a pipeline in place with a demonstrated track record of delivering on these opportunities and financial headroom to execute.

12:24 With our focus on sustainable future growth, we have taken a more conservative approach to forecasting client contracts and guidance. As a result, we have adjusted our EBIT guidance for FY twenty five from 11,500,000 to 9,700,000. This change is driven by three factors, financially equally portioned. The first is a proactive decision to implement a new incentive scheme for our portfolio management to align targets and drive future growth. Removal of a significant new contract at LTE, and a similar change at attic.

13:15 Whilst we mentioned this as the half year results, just a reminder that we did complete one m and a transaction during the year, Peak Sensors. The business fits well within our industrial and scientific sensor segment and has contributed 1,000,000 in sales. I will now hand you back to Ami, who will look at our financial results in more detail. Thanks, Stephen. So turning to the income statement. As I mentioned earlier, revenues were broadly flat year on year with £7,200,000 of revenues from acquisitions throughout disposals being offset by the loss of £8,500,000 of COVID related revenues. Pleasingly, we have increased gross margins on a like for like basis, although on a reported basis, they were flat.

14:06 Adjusted operating profit for the year is reduced, largely driven by the loss of gross margin from the aforementioned COVID related revenue, which totaled £5,600,000 Adjusted PBT has been impacted by interest charges of circa £1,600,000 for the year, higher as we had a full year of increased debt levels versus FY '23.

14:34 Reported profit before tax fell by just over 3%. The comparative included an impairment and I'm pleased to report that there are no impairments this year. As you can see, the adjusted diluted EPS has fallen by slightly more than the reduction in the adjusted profit before tax. This is as a result of the increased tax rate I mentioned earlier.

15:06 This slide illustrates the many moving parts of SDI's revenues. In FY 2024, we had GBP 6,200,000 of revenues from FY '23 acquisitions and £1,000,000 from Peak Sensors. You can see the reduction from the COVID related revenues of 8,500,000 and a small reduction in the organic column, so largely flat year on year.

15:40 We talked about the resegmentation of the business earlier on. Here, we have highlighted the key numbers within the old segmentation structure to help you track against previous results. In the largest division, sensors and control, we saw revenues increase by 17.6%. All of the acquisition revenues were in this segment, and we delivered 2% organic growth. There was an increase in operating profit, and we saw particularly good performances at Scientific Vacuum Systems and Monmouth, the latter who delivered a particularly strong second half.

16:22 In the digital imaging segment, which include attic cameras, synoptics, and graticules, Sales dropped by circa £10,000,000. If you strip out COVID related comparatives, the organic decline was 11%. As we mentioned at the half year, there was a significant destocking by one of attic camera's largest OEM customers, not the COVID related customer, and this led to reduced revenues of nearly £1,000,000. As a result, adjusted operating profit reduced to £2,000,000 from £6,900,000 for the previous year. Whilst relevant going forward, we thought it would be helpful to present the FY '24 results in the new segment structure as well.

17:19 In lab equipment, we had revenue growth of nearly 8%, including a full year contribution from LTE Scientific. When adjusting for LTE's non organic revenues, we had an organic decline of 1.6%. Adjusted operating profit grew to GBP 3,200,000. Looking at the detail underlying that, we saw a strong demand at SafeLab for their fume cabinets and Monmouth clean rooms, which, as we mentioned earlier, saw strong demand in the second half. This was offset by a slower end market for LTE Scientific as the NHS reduced its pace of spending. In industrial and scientific sensors, revenues grew by nearly 2% with peak providing £1,000,000 of revenues.

18:11 When that is taken out, we had an organic decline of 4%. Adjusted operating profit was largely flat in this segment. And looking at the underlying detail, the main movers were Shell, which saw a strong demand demand for its DAC products, and Semtech, which saw some destocking after a record f y twenty three, a reduction that was expected but nonetheless contributed to the organic decline. Looking at the product segment, this is where the COVID related revenues fall, and therefore, unsurprisingly, revenues declined by nearly 15%.

18:55 However, when you strip those out as well as a nonorganic element of the contribution from Fast, which was an FY '23 acquisition, we delivered organic growth of 3.5%.

19:09 Adjusted operating profit fell with the comparatives including the COVID related gross margin. The big driver in this segment was Scientific Vacuum Systems, which delivered one large system in the year and started work on two others.

19:32 As I said at the half year, focus was going to be on reducing working capital in the second half, and that's what we've done. Inventories reduced by 3,300,000 across multiple businesses as we destocked, reflecting our customer base. The reduction in customer advances, which had been a feature over the past couple of years, fell by £2,700,000 to £2,100,000, but I'm pleased to say that we haven't seen any further reduction since the half year.

20:04 We generated £3,800,000 of free cash flow in the second half of the year, a very strong performance given I currently expect about £6,000,000 of free cash flow across the course of a normal financial year and this contributed to net debt being flat.

20:23 That free cash flow was used to finance the acquisition of Peak Sensors at £2,400,000 and the £1,000,000 paid in December for SVS, which was the last deferred consideration on our balance sheet.

20:42 So looking at our net debt position, we're at £13,200,000, which was flat compared to the half year and FY '23. We've extended our revolving credit facility by a year, and we had headroom of £10,400,000 at the end of the financial year. That has increased to £11,500,000 of headroom at the end of June, and we're expecting headroom to increase yet further by the end of July. In addition, we have a £5,000,000 accordion option available to us at the discretion of HSBC.

21:27 This slide just illustrates the various cash flow movements I talked about on the previous slide and that we ended up in the same position at the end of FY twenty four as we were at the end of FY twenty three. With that, I will now hand back to Stephen. Thanks, Ami. And I wanted to talk a bit more detail about our refined strategy, both organic and inorganic, and how we have focused and clear strategies to drive growth through both. This is not a radical change to the established direction of SDI. The resegmentation of our businesses into three specialist areas will support and speed up growth whilst portfolio adhesion is important.

22:21 However, the retention of the independent brands and cultures of our portfolio businesses is key to our success. We empower our individual leadership teams and give them direct ownership of performance, culture, and robustness of their businesses. We also recognize that one size does not fit all and that in a portfolio of this size, we have businesses with differing support needs depending on which stage of the growth trajectory they're on. The key to our organic growth strategy, therefore, is ensuring each business has a growth and sustainability plan relevant to the individual business and the dynamics of the market in which they operate.

23:14 It then has the skills and resources required to deliver on that plan and take proactive actions to gain strong market traction. We talked earlier about the importance of our inorganic growth strategy, our renewed approach and clear focus on delivery. We are rightly proud of our track record in delivering earnings enhanced acquisitions. And going forward, we retain the core criteria listed here as key for potential targets. What is new is our focus on businesses that will also give the double bump mentioned earlier, where integration into the group can provide new growth opportunities for existing portfolio of businesses and provide diversification of our customer base.

24:15 Earlier in the presentation, we talked you through the three new segments of the businesses based upon specialisms and potential target markets. The main purpose of doing this is to encourage synergies amongst those businesses and help accelerate the growth plans of the individual businesses within them. The focus of these activities can then be seen here and includes improved collaboration, improved routes to market, and sharing resources. This enables a group to capitalize on those synergies and drive organic growth across segments and target markets rather than just on a business by business basis.

25:02 This is not a radical change to the established direction of SDI, but an improvement by adding increased governance to the portfolio of businesses and positively impacting their effectiveness without changing the underlying ethos that has served SDI well in the past. You can see on the left of the screen a summary of everything we've talked about in relation to FY '24. I'm very proud of all of the team from across our portfolio for their hard work delivering a robust set of results despite the number of challenges, particularly in the first half of the year. At the same time, we have a refreshed SDI management team and started to implement our refined strategy for growth going forward.

25:58 Turning to the future. We have a refocused acquisition strategy, a healthy balance sheet alongside strong access to capital. The group is supported by a number of long term growth drivers. As articulated earlier, we have revised our market guidance to reflect a more conservative approach to forecasting client contracts. We have put in place operational efficiency initiatives to support margin growth. We have an extended central team capacity to support strategic delivery, both organic and inorganic.

26:46 We have a highly active m and a pipeline and firepower to execute and continued strong cash generation. All of those things give us confidence in delivering sustainable long term organic growth of five to 8%. So that concludes the presentation part of the meeting. So I'll hand to Hami who will oversee the q and a. Thank you, Steven. Okay. So to start taking from the top, how big in size do you think you can make an acquisition f y '25? Also, will you maintain target EBIT four to six times multiples for acquired companies? You wanna answer that one, Steve? Absolutely. So we will be looking at acquisitions larger than than the last one that we did of PIG sensors and the EBIT target will be roughly three times the size of that, but but we will maintain our flexibility.

27:49 In terms of multiples, the four to six is still our target and that multiple is is based on the enterprise value or the goodwill value of the of the business and that remains constant. So the SDI model does does maintain the difference is the size of target. Okay. Is the focus still to pay off all debt before more acquisitions? If so, how long will it take to pay off debt? Well, if we were to continue to pay off debt, it we would it would take around two years to to fully pay off the debt. I think the guidance suggests that we would pay it off within it would be net debt will be around 7,000,000 at the end of f y twenty five, so another year. The focus is not to pay off all debt. We are still actively looking at m and a, and so, no, the answer to your question is no.

28:41 We won't pay off all debt before more acquisitions. And the and the target really is to stay within the net debt to EBITDA range of between one and one point five times. That's kind of that's where we have said previously where we would like to be from a a debt from a leverage standpoint. In h one, digital imaging suffered from high comparables, onetime COVID, but also due to customer concentration. Can you provide details on customer concentration for each of the businesses or at least the aggregate? Well, we don't we to go through everyone in detail because we have 14 disparate businesses, all of whom doing different things, we'd be here a while. But what I can tell you is that the biggest customer, which was the same, group that we had the destocking from, was circa about 3% of revenues.

29:32 And then we have a bunch of customers that are around 2%. So and then it trails off quite dramatically. So it's not a very big concentration. So it's not very significant, I would say, in terms of the top 10. Following on from the customer concentration, Steven mentioned in half one call that he would work on reducing customer concentration, especially attic cameras. What have you done so far in this regard, And what is the plan looking ahead two to three years? Steven, do wanna go for that one? So specifically, this this referred to attic cameras. Attic cameras has been subject to to management interaction, intervention. So we have focused on that business quite considerably. There is a KPI for that business to to bring on further OEM customers to to dilute the they have they're heavily reliance that we reported earlier.

30:23 We also on the on the h one results last year, we spoke about diversification of market. So we spoke about going into the professional astronomy market also. We have now been successful in in doing that, and we've won a a significant order in in the in that market segment. And so that's been a success, but the but the drive continues. So so we are we are seeing success, but then it remains a strong KPI for that business going forward. K. In today's notes and results, Ken Ford mentions the board has decided not to pay a dividend. Is there external pressure on SDI to distribute dividend? The answer is no. There's no external pressure. We just do evaluate this annually. It's just part of our processes. So, no, just to answer that question specifically, we is no pressure. And and if I think there is further the question elaborates that this net debt is 1.67 times net debt to EBITDA. It's not. It's 1.07 times, so it's under 1.1 times.

31:25 So we're not highly leveraged, so I said, what the question initially suggests. So I hope that answers that one. So this one is around a a former CEO. Were his shares placed when he left, or is he still a shareholder? My understanding is he is still a shareholder. So, hopefully, that answers that question. Okay. Why are f y twenty five earnings expectations set today by Cavendish Progressive just above f y twenty four when you will have a full year impact of operational improvements and cost savings, acquisitions, and and synergies? So first of all, we don't include acquisitions in in any guidance because we don't know when they're going to happen. Cost savings and synergies, do want answer that?

32:13 Yeah. Absolutely. So we're seeing f y twenty four is very much a reset year. Yes. There will there will be cost savings put in place, but it takes a little little time to percolate through the the group. So we're seeing very much as as f y twenty five as as as a a reset year and we are as we said in the presentation, we are looking to make it to make guidance more conservative going forward and that's what we intend to do. Okay. Congratulations for half two f y twenty four. I wanted to ask you about f y twenty five capital allocation. Have you seen hard negotiations with sellers related with price? Again, with a with a with a diverse portfolio we've got, that that's a a difficult question to answer specifically.

33:03 Some business some businesses are seeing some fairly hard negotiations taking place. In terms of m and a? Yeah. If we're talking about m and a, are they changing? Not really. If I'm honest, it it's part of the the I think the the the strength of SDI where we can act we can get a an acquired a target at the right stage and the in in terms of of driving the price, we're not really seeing much difference. Okay. Can you say more about where r and d investment has been targeted? Are there tangible new products delivered from the spend which will be saleable this year? Yes. There has been. So so most of the so if you look at the businesses where we invested in most, Synoptics has got a new article product.

33:56 Fraser and the static have launched their x series bar for instance. I had a camera that has continued the the CCD CMOS transition. So so and all of which are on the market this year. So the answer to that is yes. How much we're gonna sell this financial year, think remains to be seen because they are very much viewed the market and and there are new products in the marketplace. So how much we're gonna realize of that this year, I think, remains to be seen. How do you perceive a balance sheet with NTAV of £3,400,000 as healthy? I think the comment around being a healthy balance sheet is more around leverage at one time, so we're not heavily levered. I think that's kind of how we perceive it. So I'm I appreciate the ratio that that this question is quoted, but it's we the comment is around the leverage levels that we have.

34:51 Okay. What have highly acquisitive companies such as judges with diploma done differently or better than SDI in the past, and what can you learn from it going forward? It's a very long question. Yeah. It's tough we could be talking all day about that one. Yeah. We could do. I I think if we look at it on the present day, judges and diploma go after much larger targets. They do. The multiples are are considerably higher, so the model, it does differ somewhat. As as we continue to grow and and our strategy which we've just presented to you shows that we will be growing and continue to grow. What what the future looks like for us and how that's gonna transition, I think remains to be seen, but certainly for the foreseeable years that we we certainly we've got vision of.

35:40 We are going to be Adam, we're gonna be looking at acquisitions smaller than judges where we can we can control our multiples going forward. And the other comment I would like to add to that is that judges have focused their acquisitions on supporting existing businesses within the portfolio. They've refined their m and a strategy, and I think that's kind of what we are doing as well as you've heard us commenting on today. So we have let, you know although we're more focused on what we do, it is more similar to what judges are doing nowadays. Yeah. And we we are we are monitoring all the the buy and build models out there at the moment and hopefully learning from them. So so we the strategy we've we have just presented to you is is hopefully not not it's it's taking consideration learnings and successes out out in the marketplace as well. Could the company confirm that they will continue to fund acquisitions out of debt and cash flow and not undertake a placing at such a depressed share price?

36:38 I mean, our focus is to use our free cash flow to to fund acquisitions. That's kind of what we will do and we will continue to do. And we and we know the comment around the shared price. Okay. Two questions. So two questions. SDI had a strategy in the past five to seven years to focus expansion expansion on sensors, betting on the industrial trend of automation, but the organic growth in this area has been average. So what do you think of this? Do you have any sector focus for their m and a going forward? The the m and a focus will be to feed into to the new segmentation which we have communicated.

37:26 The sensors the sensor side of the of the business does have some play in automation, but but albeit limited. The the sensor play in in the automotive space is is highly competitive. We typically go to niche or regulatory driven industries going forward. So I think within our our our sensors divisions, they they're very diverse in nature in terms of markets they they play in. So we'll we we we are looking at at a potential refocusing and looking some of the diversification of some of our sensor businesses, but I think it's very much work in progress. Okay. How would you quantify the risk of further impairments as a result of the current very high intangibles of more than £42,000,000?

38:16 So I'll answer that one. Well, we had no impairments this year as I stated in my meet in our meeting or explanation of the results. We do an annual exercise to assess impairment. We have plenty of headroom on most of them and, you know, you do this exercise every twelve months. As a buy and bill company, we will that intangibles balance will increase simply because we do pay a goodwill for the acquisitions that we make. Some of that will be classified as goodwill, some of that will be classified as customer relationships and other intangibles, which is amortized. So you do see an amortization. So what's the quantified of the risk? Well, there isn't any impairment as we speak today, but the way that the impairment calculation works is that you do it every 12 months and you look forward another five years. So I would say that the risk is low, but it's never impossible.

39:10 But I think it unlikely unlikely as of today. Okay. We don't have any more questions today. So I think that's it. I mean, if if I may just Yeah. If I may just jump back in there and thank you very much indeed for addressing all of those questions that came in for investors this afternoon. And, of course, if there are any further questions that do come through, we'll make these available to you immediately after the presentation has ended just for you to review to then add any additional responses, of course, where it's appropriate to do so. And we'll publish all those responses out on the platform. But, Steven, perhaps before really just looking to redirect those on the call to provide you with their feedback, which I know is particularly important to yourself and the company. If I could please just ask you for a few closing comments to wrap up with, that'd be great.

40:08 All I can say is is thank you again for your time today, and look forward to seeing you again in the future. Thank you. Thank you very much. Perfect. That's great. Steven, Amy, thank you once again for updating investors this afternoon. Could I please ask investors not to close this session as you'll now be automatically redirected for the opportunity to provide your feedback in order the management team can really better understand your views and expectations. This will only take a few moments to complete, but I'm sure it'll be greatly valued by the company. On behalf of the management team of SDI GROUP PLC, we would like to thank you for attending today's presentation. That now concludes today's session. So good afternoon to you all.