Jeronimo Martins, Sgps S.a. · EURONEXT:JMT
Jeronimo Martins, Sgps — Jerónimo Martins — Investor Presentation (November 2015)
36 slides from Jeronimo Martins, Sgps's investor presentation, November 2015
Slide 1: Jerónimo Martins Strategic Overview
2013FIRSTHALFRESULTS JERÓNIMO MARTINS Strategic Overview
Slide 2: Disclaimer
Disclaimer Statements in this presentation that are forward-looking statements are based on current expectations of future events and are subject to risks and uncertainties that could cause actual results to differ materially from those expressed or implied by such statements. The risks and uncertai
Slide 3: Index
INDEX 1. OPERATING PROFILE 2. 2010-2014 | FIVE YEARS IN REVIEW 3. RECENT DEVELOPMENTS 4. STRATEGIC PRIORITIES 5. APPENDIX 3
Slide 4: Brief Group's History
1. OPERATING PROFILE Brief Group’s History 1792 - Opening of a small food store in Lisbon 1949 – Joint Venture with Unilever 1980 – Setting up Pingo Doce supermarkets in Portugal initiating operations in food retail 1988 – Acquisition of Recheio entering the wholesale sector 1992 – Joint Venture wit
Slide 5: 1. Operating Profile: 2014 Overview
1. OPERATING PROFILE 2014 OVERVIEW 5
Slide 6: 1. Operating Profile: Business Structure
1. OPERATING PROFILE BUSINESS STRUCTURE 6
Slide 7: The Formats: Biedronka
1. OPERATING PROFILE THE FORMATS BIEDRONKA – THE FORMAT • Leader in food retail in Poland (c.17% market share)1 • Net Sales (2014) € 8,432 m (+9.5% vs 2013) • 2,659 stores (September 2015) • Average selling area per store c.650 sqm • Proximity & convenience locations • Price leader • Private brands
Slide 8: The Formats: Pingo Doce
1. OPERATING PROFILE THE FORMATS PINGO DOCE – THE FORMAT • Leader in supermarkets in Portugal (c.18% market share)1 • Net Sales (2014) €3,234 m (+1.7% vs 2013) • 397 stores (September 2015) • Average selling area per store c. 1,200 sqm • Prime proximity locations • Every Day Low Price and Promotions
Slide 9: The Formats: Recheio
1. OPERATING PROFILE THE FORMATS RECHEIO – THE FORMAT • Leader in the Cash & Carry market in Portugal • Net Sales (2014) €799 m (-0.7% vs 2013) • 41 stores (September 2015) • Average selling area per store c. 3,100 sqm • Serving HoReCa (36% of sales) and Traditional Retailers (36% of sales) • Privat
Slide 10: 2. 2010-2014 Five Years in Review
2. 2010-2014 | FIVE YEARS IN REVIEW 10
Slide 11: Strong sales and profit growth
2. 2010-2014 | FIVE YEARS IN REVIEW THE GROUP Strong sales and profit growth Sales (€ m) EBITDA (€ m) 14,000 800 +7% +5% +11% +7% -6% +11% +14% +17% 7,000 400 0 0 2010 2011 2012 2013 2014 2010 2011 2012 2013 2014 11
Slide 12: Strong cash flow financing investments for expansion
2. 2010-2014 | FIVE YEARS IN REVIEW THE GROUP Strong cash flow financing investments for expansion Funds from Operations1 (€ m) CAPEX (€ m) Net Debt (€ m) 700 600 600 60% 500 400 300 30% 300 200 0 0% 2010 2011 2012 2013 2014 2010 2011 2012 2013 2014 2010 2011 2012 2013 2014 Net Debt Gearing 1 Funds
Slide 13: Delivering solid earnings and returns
2. 2010-2014 | FIVE YEARS IN REVIEW THE GROUP Delivering solid earnings and returns Net Profit attributable to JM (€ m) Pre-tax ROIC 400 30% +6% +6% 15% 200 -21% +21% 0% 0 2010 2011 2012 2013 2014 2010 2011 2012 2013 2014 13
Slide 14: 3. Recent Developments
3. RECENT DEVELOPMENTS QQ JERONIMO MARTINS
Slide 15: Key Messages from 9M 15
3. RECENT DEVELOPMENTS Key Messages from 9M 15 • Solid sales performance consistently delivered in the first three quarters of the year • Biedronka maintained strong LFL volume growth more than compensating the high basket deflation along the period • Pingo Doce and Recheio with a very sound sales p
Slide 16: Key Figures 9M 15
3. RECENT DEVELOPMENTS Key Figures (Million €) 9M 14 9M 15 NET SALES 9,333 6,052 +++9.8% 9.0% 10,175 6,644 excluding F/X 5,643 7.2% 6,052 ++9.1% 8.7% + 7.3% EBITDA 547 +7.3% 588 excluding F/X +6.3% EBITDA MARGIN 5.9% 5.8% NET ATTRIBUTABLE RESULTS 237 +6.4% 252 excluding non-recurrent 238 +8.2% 257 E
Slide 17: Sales Performance – Group
3. RECENT DEVELOPMENTS Sales Performance – Group • Group sales grew 9% to €10.2bn • Strong volume growth in Poland and Portugal drove Group LFL to reach 3.3% (+3.7% in Q3 15) • Ara and Hebe reached €155m of sales in the 9M 15 from €103m in 9M 14 • Expansion programme for the year almost concluded: 9
Slide 18: Sales Performance – Biedronka (i)
3. RECENT DEVELOPMENTS Sales Performance – Biedronka (i) • Sales growth of 10.4% to €6.8bn • 92 new stores opened in the 9M 15 (72 net additions) • Average market share increase of 2.1p.p. in the first 8 months of the year * SALES (Million €) 433 36 176 6,800 6,836 6,191 +9.8% +10.4% 9M 14 LFL New S
Slide 19: Sales Performance – Biedronka (ii)
3. RECENT DEVELOPMENTS Sales Performance – Biedronka (ii) LFL SALES GROWTH FOOD INFLATION IN POLAND 2% 2.9% 3.5% 2.4% 0.3% 0.3% 0% -1.3% -2% -2.7% -4% Q1 14 Q2 14 Q3 14 Q4 14 Q1 15 Q2 15 Q3 15 Q1 14 Q2 14 Q3 14 Q4 14 Q1 15 Q2 15 Q3 15 LFL Basket Inflation • Continued solid volume delivery across the
Slide 20: Sales Performance – Pingo Doce
3. RECENT DEVELOPMENTS Sales Performance – Pingo Doce • Commercial strategy and investment to reinforce shopping experience fuelled a strong performance • LFL in Q3 15 continued to be very sound and reached 4.7% in the 9M 15 • Total sales grew 5% to €2.5bn • 19 new stores in 9M 15 (17 net additions)
Slide 21: Sales Performance – Recheio
3. RECENT DEVELOPMENTS Sales Performance – Recheio • Strong LFL continued to be supported by a dynamic commercial approach • Total sales grew 4.6% to reach €631m LFL SALES GROWTH SALES (Million €) 24 3 631 4.7% 603 4.1% 3.9% 0.0% +4.6% -0.4% -0.4% -2.3% Q1 14 Q2 14 Q3 14 Q4 14 Q1 15 Q2 15 Q3 15 9M 1
Slide 22: EBITDA Performance (i)
3. RECENT DEVELOPMENTS EBITDA Performance (i) • Group EBITDA reached €588m, a growth of 7.3% (+8.9% in Q3 15) • Sales performance compensating for the investments being made in the businesses competitive positioning • Start-up losses from Ara and Hebe reached €42m in the 9M 15 CONTRIBUTION TO CONSOL
Slide 23: EBITDA Performance (ii)
3. RECENT DEVELOPMENTS EBITDA Performance (ii) EBITDA Margin • Group EBITDA Margin at 5.8% (10bps down on 9M 14) 7.0 6.9 5.6 5.9 5.8 5.4 • Biedronka EBITDA margin at 6.9% incorporating the investment made in the value proposition • Distribution Portugal’s margin Biedronka Distribution Portugal Group
Slide 24: 4. Strategic Priorities
4. STRATEGIC PRIORITIES QQ JERONIMO MARTINS
Slide 25: Food consumption in Poland still has significant room to grow
4. STRATEGIC PRIORITIES Biedronka Food consumption in Poland still has significant room to grow… Per capita expenditure on food (US$ - 2013) 3,258 3-5% growth per year in 2015-2017 2,950 2,921 2,539 2,329 2,064 1,779 1,593 1,434 1,142 France Germany Italy Portugal UK Slovenia Turkey Czech Poland Ukr
Slide 26: Modern retailers still have growth to capture
4. STRATEGIC PRIORITIES Biedronka Modern retailers still have growth to be capture Sales market share traditional vs. modern retail in Poland and Western Europe 25% 46% ~40% Traditional 52% retailers vs. 75% Modern 54% 48% retailers ~60% Poland Poland Poland W. European 2009 2013 2017E markets 2013¹
Slide 27: Discounters have been the main driver of modern retail growth
4. STRATEGIC PRIORITIES Biedronka Discounters have been the main driver of modern retail growth… Sales evolution per format in the grocery market Evolution 100% = total retail market (modern and traditional) 2011-2014 5.7% Franchise & + 1.3 p.p. 5.1% Convenience 4.7% 4.4% 13.7% Hypermarkets - 0.6 p.
Slide 28: …and will continue being so in the future
4. STRATEGIC PRIORITIES Biedronka …and will continue being so in the future Market share of discount stores in food retail sales (2012) Higher discount Lower discount penetration penetration 57% Discount formats still have significant room to grow 41% 41% 37% 27% 26% 21% Norway Belgium Germany Denma
Slide 29: Biedronka will continue capturing a relevant part of the growth
4. STRATEGIC PRIORITIES Biedronka Biedronka will continue capturing a relevant part of the growth Retail Market Share Evolution – Top 5 Players (%) 38.2 38.5 37.4 36.6 36.9 35.3 35.9 36.9 Average market share increase of 2.1p.p.* in the first 8 months of 2015 (YoY) 19.1 17.2 19.1 18.7 18.1 18.8 Bied
Slide 30: Strategic Priorities: Biedronka, Pingo Doce and Recheio
4. STRATEGIC PRIORITIES • Focus in continuing to present a more engaging store increasing its relevance to the consumer and maximising sales density • Proceed with its opening programme • Pre tax ROIC to increase through capital turnover • Pingo Doce and Recheio will continue to leverage on their st
Slide 31: Why we entered Colombia
4. STRATEGIC PRIORITIES Ara Why we entered Colombia More than sixty years of continuous democracy. According to the Democracy & Rule of Law World Economic Forum Colombia is one of the best countries to do business Second largest country in South America, with 46m citizens, with Significant Populatio
Slide 32: Why we entered Colombia
4. STRATEGIC PRIORITIES Ara Why we entered Colombia Dominance of the Traditional - 60% of the food retail market operated through traditional street markets and 20% through small non organized Retail players - All players in the market offer a high price value proposition, even when compared to west
Slide 33: New Businesses
4. STRATEGIC PRIORITIES New Businesses • Validation of the Colombian model while preparing for future expansion • A minimum of 50 new stores to be opened in 2015 • Second region in the country opened in September 2015 • Moving forward with the offer development and creating brand awareness in the ma
Slide 34: 5. Appendix
5. APPENDIX QQ JERONIMO MARTINS
Slide 35: Outlook for 2015
5. APPENDIX Outlook for 2015 Biedronka EBITDA margin expected above the established floor of 6.5% Store opening programme confirmed with c.100 new Biedronka stores expected EBITDA losses for the two new businesses – Ara and Hebe – expected in the range €60-70m (excl. F/X) Capex for the year
Slide 36: Slide 36
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