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Sabaf — Investor Presentation 2017
Mar 20, 2017
4440_ip_2017-03-20_c193ae94-fbb7-4704-9645-651ef006f00a.pdf
Investor Presentation
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FINANCIAL PRESENTATION
Milan, 21- 22 March 2017
Product range – the heart of gas cooking appliances
Production sites
Competitive position and growth drivers
- • Global leader in the production of components for domestic gas cooking appliances, with 300 customers in 54 different countries
- •Top 10 customers account for 47% of sales (2016) – stable figure for past 10 years
- •A strong leadership in Italy and Europe (market share above 40%), lower presence worldwide (est. 10%)
Sabaf in Brazil
WHY
Brazil is a big market, difficult to supply from abroad, due to logistics, duties, forex impact.
HOW
Start of production in Brazil in 2001. A new factory was set up in Jundiaì (SP) in 2007, starting from greenfield. € 10 mn investment - 10,000 sqm Manufacturing of standard burners Starting from 2016, production of special burners Same products, technology and quality as in Italy
WHERE WE ARE
€ 9.9 mn estimated sales in 2016 (€ 8.4 mn in 2015, +18%) 66 people employed 80% market share in gas hobs segment
WHERE WE WILL BEOngoing negotiations with large multinational groups Expected increase of share in the cookers segment
Sabaf in Turkey
WHY
Turkey has become the most important manufacturer of white goods in Europe (Turkish manufacturers and production sites of multinational groups)
HOW
In 2012 Sabaf built from greenfield a new factory in Manisa (Izmir) - € 10 mn investment - 10,000 sqm Manufacturing of standard burners Same products, technology and quality as in Italy
WHERE WE ARE€ 15.5 mn sales in 2016 (€ 14.4 mn in 2015, +8%) 86 people employed
WHERE WE WILL BEFurther expansion of production capacity is ongoing Constant growth has been planned for next years
Sabaf in China
WHY
Market size: 26 mn hobs
19 mn hobs manufactured for the domestic market 7 mn hobs manufactured for export markets Expected product mix trend: higher value, volume growth New standards concerning gas hobs apply starting from April 2015. The new standards state 3 different energy classes: 55%, 59% and 63%. At present only 10%-15% of hobs meet the highest class.
HOW
Sabaf has developed a new special burner that reaches an efficiency rate higher than 65%. €2mn capex
WHERE WE ARE
Production has started in June 2015, € 1 mn sales in 2016 Ongoing contacts with major hob manufacturers
WHERE WE WILL BEWe are targeting the 10% premium market
The acquisition of A.R.C.
A NEW STEP IN OUR GROWTH PATH
In June 2016 Sabaf acquired a 70% stake in ARC ARC is the Italian leader in burners for professional cooking Sabaf enters into a new market, with appealing growth rates and complementary to the core sector
SYNERGIESAccess to foreign markets Joint forces in R&DCustomized products for high end domestic appliances
VALUATIONAmount paid €4.8 mnEV/Sales = 1 EV/EBITDA = 4.8
GOVERNANCEMr. Loris Gasparini keeps a 30% stake and a CEO position for the next 5 years
2016 FIGURES
Sales €5.2 mn EBITDA EBIT
€1.1 mn (21%) €0.9 mn (18%) Net income 0.7 mn
Sales by product
Sales by market
Income statement
| € 0 0 0 x |
4 Q 1 6 |
4 Q 1 5 |
F Y 1 6 |
F Y 1 5 |
Δ % |
4 F Y 1 |
|||||
|---|---|---|---|---|---|---|---|---|---|---|---|
| A S L E S |
3 2, 9 1 9 |
1 0 0. 0 % |
4 4 3 3, 3 |
1 0 0. 0 % |
1 3 0, 9 7 8 |
1 0 0. 0 % |
1 3 8, 0 0 3 |
1 0 0. 0 % |
-5 1 % |
1 3 6, 3 3 7 |
1 0 0. 0 % |
| ls M ia te a r |
( ) 1 0, 9 5 0 |
-3 3. 3 % |
( ) 1 3, 0 5 7 |
-3 9. 1 % |
( 4 4 ) 7, 3 6 |
-3 6. 1 % |
( 4, ) 5 3 6 6 |
4 -3 9. % |
( 4, 4 ) 5 7 2 |
-4 0. 0 % |
|
| l l Pa ro y |
( ) 7, 9 2 7 |
4. -2 1 % |
( ) 7, 9 1 1 |
-2 3. 7 % |
( ) 3 2, 1 1 2 |
4. -2 5 % |
( ) 3 2, 5 2 6 |
-2 3. 6 % |
( ) 3 2, 1 8 0 |
-2 3. 6 % |
|
| ha k C in to ng e s c |
( ) 3 9 2 1, |
-4. 2 % |
( ) 0 1, 5 7 |
-3. 2 % |
( 4 ) 7 5 |
-0. 6 % |
0 2 1, 5 |
0. 7 % |
4 4 2, 7 |
1. 8 % |
|
| he / O ing inc t t ts r o p er a co s om e |
( ) 6, 2 3 2 |
8. 9 % -1 |
( ) 0 5, 7 5 |
2 % -1 7. |
( 4 ) 2 0 5, 1 |
4 9. % -1 |
( 4 ) 2 9 6 5, |
8. 8 % -1 |
( ) 2 6, 8 0 1 |
9. 2 % -1 |
|
| A E B I T D |
4 6, 8 1 |
1 9. 5 % |
6 9 5, 5 |
1 6. 9 % |
2 3 6 5, 5 |
4 1 9. % |
2 6, 2 1 7 |
1 9. 0 % |
-3 1 % |
2 9 2 5, 5 |
1 9. 0 % |
| De ia io t p re c n |
( ) 3, 2 5 7 |
-9. 9 % |
( 4 ) 3, 2 1 |
-9. 3 % |
( ) 2, 8 3 1 5 |
-9. 8 % |
( ) 2, 8 1 1 5 |
-8. 8 % |
( ) 2, 2 9 2 1 |
-9. 0 % |
|
| / lo f d G ins ixe ts a ss es o n as se |
0 | 0. 0 % |
4 5 |
0. % 1 |
8 1 |
0. 0 % |
4 0 1 |
0. % 1 |
6 3 |
0. 0 % |
|
| E B I T |
3, 6 1 1 |
9. 6 % |
2, 8 0 5 |
% 7. 7 |
2, 3 0 1 5 |
9. 6 % |
4, 0 9 1 1 |
0. 2 % 1 |
% -1 1. 1 |
3, 1 1 7 5 |
9. % 7 |
| f l e N ina ia t e nc xp en se |
( 4 ) 2 1 |
-0. 4 % |
( ) 1 1 1 |
-0. 3 % |
( ) 9 5 1 |
-0. 4 % |
( ) 2 9 5 |
-0. 4 % |
( ) 3 5 1 |
-0. 4 % |
|
| ha / lo Fo ig ins re n e xc ng e g a ss es |
2 3 1 |
0. % 7 |
( ) 4 8 9 |
% -1. 5 |
4 3 5 |
0. 3 % |
( ) 8 9 |
-0. % 1 |
1 1 9 |
0. % 1 |
|
| f / lo Eq i inv i ty te ts ts u es me n p ro ss es |
0 | 0. 0 % |
0 | 0. 0 % |
0 | 0. 0 % |
0 | 0. 0 % |
( ) 6 6 0 |
4 -0. % |
|
| E B T |
6 3, 2 8 |
9. 9 % |
1, 9 8 0 |
5. 9 % |
4 4 6 1 2, |
9. 5 % |
4 1 3, 7 3 |
9. 8 % |
6 -7 % |
1 2, 1 5 7 |
8. 9 % |
| Inc ta om e xe s |
( ) 5 0 1 |
-1. 5 % |
( ) 7 2 9 |
-2. 2 % |
( ) 3, 3 5 0 |
6 -2. % |
( ) 4, 4 7 5 |
-3. 2 % |
( ) 3, 8 1 9 |
-2. 8 % |
|
| M ino i ies t r |
( ) 5 5 |
0 | ( ) 8 7 |
0 | 0 | ||||||
| N N M E T I C O E |
2, 7 1 2 |
8. 2 % |
1, 2 5 1 |
3. 7 % |
9, 0 0 9 |
6. 9 % |
8, 9 9 8 |
6. 5 % |
+0 1 % |
8, 3 3 8 |
6. 1 % |
EBIT bridge 2015 – 2016
Balance sheet
| € 1 0 0 0 x |
6 3 1- D 1 e c- |
3 1- D 1 5 e c- |
4 3 1- D 1 e c- |
|---|---|---|---|
| d F i t x e a s s e s |
9 3 9 6 7 , |
9 2 7 9 7 , |
9 6 1 5 2 , |
| N k l i i t t w e o r n g c a p a |
4 4 6 0 8 , |
4 8 6 3 1 , |
4 4 4 8 5 , |
| h f l S i i t t t o r e r m n a n c a a s s e s |
- | 6 9 |
- |
| l l d C i E t a p a m p o y e |
4 0 0 1 5 1 , |
4 0 2 9 1 1, |
4 9 9 6 1 1, |
| E i t q u y |
1 1 2 3 0 9 , |
4 1 1 1, 0 0 |
1 1 0 7 3 8 , |
| f k d P i i i r o v s o n s o r r s s a n d i i t s e v e r a n c e n e m n y |
4 4 2 8 , |
4 0 8 1 , |
4 3 2 5 , |
| N d b t t e e |
4 2 3 5 8 , |
2 5 9 0 8 , |
6 2 9 3 3 , |
| f f S i o u r c e s o n a n c e |
4 1 0 0 5 1 , |
4 1 1, 0 2 9 |
4 1 1, 9 9 6 |
| b / D E i t t e q u y |
0 2 1 |
0 2 3 |
4 0 2 |
Cash flow statement
| € 1 0 0 0 x |
F Y 1 6 |
F Y 1 5 |
4 F Y 1 |
|---|---|---|---|
| h h b f h d C i i i t t t r a s a e e g n n n g o e p e o |
3, 9 9 1 |
6 3, 7 5 |
5, 1 1 1 |
| f N i t t e p r o |
9, 0 0 9 |
8, 9 9 8 |
8, 3 3 8 |
| D i i t e p r e c a o n |
2, 8 3 1 5 |
2, 8 1 1 5 |
2, 2 9 2 1 |
| h k l C i i i t t w a n g e n n e o r n g c a p a |
|||
| h i i i t c a n g e n n e n o r e s v |
4 1 6 |
( ) 1 7 0 |
( ) 4, 0 7 9 |
| h b l i i c a n g e n r e c e v a e s |
5, 1 0 7 |
1 0 7 |
( ) 4 2, 5 8 |
| h b l i c a n g e n p a y a e s |
( ) 2 8 6 1, |
( ) 8 5 |
3 6 5 |
| 4, 2 3 7 |
( ) 1 2 1 |
( ) 6, 6 2 2 |
|
| h h O i i i t t t e r c a n g e s n o p e r a n g e m s |
( ) 6 8 1 |
( ) 9 3 1, 1 |
2, 6 0 9 |
| h f l O i t p e r a n g c a s o w |
2 5 9 3 1 , |
1 9 1 3 1 , |
6 1 9 7 7 , |
| f d l I i t t t n e s m e n s, n e o s p o s a s v |
( ) 6 2 1 1, 7 |
( ) 2, 0 9 1 7 |
( 4 ) 9 1 1, 1 |
| h f l F w r e e c a s o |
4 6 1 1 9 , |
7 0 5 2 , |
4 6 5 8 , |
| h f l f f l C i i i i t t w a s o r o m n a n c a a c v y |
4, 4 2 9 |
( ) 6 1 |
4 8, 0 5 |
| h b b k O w n s a r e s u y a c |
( ) 6 6 1, 7 |
( ) 7 1 8 |
0 |
| d d D i i e n s v |
( 4 ) 6 5, 7 |
( 4, ) 6 3 1 |
( 4 ) 6, 6 1 1 |
| A C R i i i t a c q u s o n |
( ) 4 2, 6 1 |
0 | |
| F o r e x |
( ) 5 0 9 |
( ) 4 4 1, 3 |
4 5 3 |
| f l f l N i i t e n a n c a o w |
8, 1 5 2 |
6 3 1 |
( ) 2, 1 5 3 |
| f h h d h d C i t t t a s a e e n o e p e r o |
4 2, 3 1 1 |
3, 9 9 1 |
2, 9 8 5 |
Net financial position
| € 0 0 0 1 x |
3 6 1- D 1 e c- |
3 1- D 1 5 e c- |
4 3 1- D 1 e c- |
|
|---|---|---|---|---|
| A | h C a s |
1 2 |
1 1 |
9 |
| B. | b l f d b k P i i i t t t t o s e a a n c e s o n r e s r c e a n a c c o n s v u u |
6 8, 3 7 |
3, 8 2 2 |
6 2, 9 1 |
| C | h l d O i i i i t t e r q u e s |
3, 7 5 5 |
8 1 5 |
2 8 5 |
| D | h d h l ( ) A C B C i t + + a s a n c a s e q u v a e n s |
4 1 2, 1 3 |
3, 9 9 1 |
2, 9 5 8 |
| E. | f b k d C t t u r r e n a n o v e r r a s |
8 7, 1 1 |
9, 6 9 1 7 |
8 9 0 1 5, |
| F. | f d b C i t t t t u r r e n p o r o n o n o n- c u r r e n e |
6, 8 0 1 |
3, 7 8 3 |
3, 7 2 3 |
| G | h f l b l O i i t t e r c r r e n n a n c a p a a e s u y |
3 3 5 |
3 1 |
1 0 5 |
| H | f ( ) l d b C G i i E F t t + + u r r e n n a n c a e |
4, 4 9 1 7 |
2 3, 5 1 1 |
9, 8 1 7 1 |
| I. | f l d b ( ) C H D i i t t t u r r e n n e n a n c a e - |
4 2, 8 0 |
1 9, 5 2 0 |
1 6, 7 6 0 |
| J. | b k b l N t o n- c u r r e n a n p a y a e s |
1 7, 2 8 1 |
4, 6 3 2 |
8, 2 7 5 |
| K. | f h l b l O i i t t e r n o n- c r r e n n a n c a p a a e s u y |
3, 3 3 7 |
6 1, 7 5 |
8 9 8 1, |
| L. | f ( ) N l d b i i J K t t + o n- c u r r e n n a n c a e |
4 2 0, 6 5 |
6, 3 8 8 |
0, 3 1 1 7 |
| M | f l d b ( ) N i i L I t t + e n a n c a e |
4 2 3, 5 8 |
2 5, 9 0 8 |
6, 2 9 3 3 |
Forecasts
2017 got off to a positive start and sales in the first quarter are expected to increase with a double-digit growth compared with 2016, which was marked by a very weak start.
Although there are uncertainties on some of the main markets in which Sabaf operates, for the whole of 2017, the Group expects to be able to reach sales of around € 140 million and increasing operating margins compared with 2016.
These targets assume a macroeconomic scenario not affected by unpredictable events. If the economic situation were to change significantly, actual figures might diverge from forecasts.
Stock price and main shareholders
Sabaf vs. FTSE Italia STAR –3 years
Disclaimer
Certain information included in this document is forward looking and is subject to important risks and uncertainties that could cause actual results to differ materially.
The Company's business is in the domestic appliance industry, with special reference to the gas cooking sector, and its outlook is predominantly based on its interpretation of what it considers to be the key economic factors affecting this business. Forward-looking statements with regard to the Group's business involve a number of important factors that are subject to change, including: the many interrelated factors that affect consumer confidence and worldwide demand for durable goods; general economic conditions in the Group's markets; actions of competitors; commodity prices; interest rates and currency exchange rates; political and civil unrest; and other risks and uncertainties.
Pursuant to Article 154/2, paragraph 2 of the Italian Consolidated Finance Act (Testo Unico della Finanza), the company's Financial Reporting Officer Gianluca Beschi declares that the financial disclosure contained in this financial presentation corresponds to the company's records, books and accounting entries.
For further information, please contact Gianluca Beschi - [email protected]