MILACRON BAIRD 2018 GLOBAL INDUSTRIAL CONFERENCE

Transcription

1 MILACRON BAIRD 2018 GLOBAL INDUSTRIAL CONFERENCE

2 IMPORTANT INFORMATION Forward Looking Statements These slides contain (and the accompanying oral discussion will contain) forward looking statements. All statements other than statements of historical fact or relating to present facts or current conditions are forward-looking statements. Such statements involve known and unknown risks, uncertainties and other factors that could cause the actual results of the Company to differ materially from the results expressed or implied by such statements, including general economic and business conditions, conditions affecting the industries served by the Company and its subsidiaries, conditions affecting the Company s customers and suppliers, competitor responses to the Company s products and services, the overall market acceptance of such products and services, increases in the Company s cost structure, the rate of economic development and growth in emerging markets, the Company s exposure to fluctuations in currencies, the Company s ability to successfully implement its strategic initiatives to increase cost savings and improve operating margins, the integration of acquisitions and other factors disclosed in the Company s periodic reports. Such risks and other factors that may impact management s beliefs and assumptions are more particularly described in the Company s Form 10-K filed with the Securities and Exchange Commission (the SEC ) on February 28, 2018 under the caption Risk Factors. Consequently such forward-looking statements should be regarded as the Company s current plans, estimates and beliefs. The forward looking statements in these slides are made only as of the date hereof. The Company does not undertake and specifically declines any obligation to publicly release the results of any revisions to these forward-looking statements that may be made to reflect any future events or circumstances after the date of such statements or to reflect the occurrence of anticipated or unanticipated events, except to the extent required by law. All of the Company s forward-looking statements should be considered in light of these factors. Non-GAAP Financial Measures These slides contain financial measures which have not been calculated in accordance with generally accepted accounting principles in the United States ( U.S. GAAP ), including Adjusted EBITDA, Adjusted Net Income and Free Cash Flow. These non-gaap financial measures should be considered only as supplemental to, and not as an alternative to, financial measures prepared in accordance with U.S. GAAP. Please refer to the appendix of this presentation for a reconciliation of Adjusted EBITDA, Adjusted Net Income and Free Cash Flow to the most directly comparable U.S. GAAP financial measures. We believe that the inclusion of Adjusted EBITDA is useful to provide additional information to investors about certain material non-cash items, as well as items considered to be one-time or non-recurring to the operations of the business. We believe the presentation of Adjusted Net Income enhances our investors overall understanding of the financial performance and cash flow of our business. We believe the presentation of Free Cash Flow is useful to investors because it measures the operating cash flow of the Company, excluding the capital that is spent to continue and improve business operations, such as investment in the Company's existing business. Our use of the terms Adjusted EBITDA, Adjusted Net Income and Free Cash Flow may vary from that of others in our industry. This presentation should be read in conjunction with Management s Discussion and Analysis of Financial Condition and Results of Operations and the Consolidated Financial Statements presented within our Form 10- K filed with the SEC on February 28,

3 TODAY S PRESENTERS Tom Goeke Chief Executive Officer 30+ years Industry Experience Milacron (CEO): 2012 Present Klöckner Pentaplast (CEO): Klöckner Pentaplast (Divisional Manager, COO): Bruce Chalmers Chief Financial Officer 25+ years Industry Experience Milacron (CFO): 2014 Present MetoKote Corporation (CFO): PricewaterhouseCoopers (Managing Director): Giovanni Spitale President, Customer Service & Support 25+ years Industry Experience Milacron (President, Customer Service & Support): 2017 present Unison Industries a division of GE Aviation (President & CEO): GE Aviation (GM Digital Services):

4 4 COMPANY & MARKET OVERVIEW

5 MILACRON S HISTORY AND TRANSFORMATION CCMP acquires Milacron Entered co-injection market with Kortec acquisition Milacron completes expansion in China Milacron celebrates 50 years in plastics Milacron partners with imflux And beyond Entered hot runner market with Mold-Masters acquisition Launched new brand and became publically traded Milacron launches Cimpulse product line Milacron launches the Cincinnati Launched M-Powered, an IIoT suite of products and services WHERE WE WERE WHERE WE ARE WHERE WE ARE GOING Capital equipment strategy Consumables strategy Consumables strategy Cyclical profile with a North American and European center of gravity Broad product portfolio with geographic and end-market diversity Strengthening portfolio with IIoT product offerings Cash flow consumed in restructuring Strong cash flow and restructuring ending in 2018 Significant free cash flow generation beginning in % consumable portfolio (1) 65% LTM consumable portfolio 75% consumable portfolio 5 11% Adj. EBITDA (1) (1) Based on year-ended December 31, % LTM Adj. EBITDA % 20%+ Adj. EBITDA %

6 BUSINESS OVERVIEW HIGHLIGHTS FINANCIAL METRICS (1) Strengthening Our Portfolio $1.27B Sales $235M Adj. EBITDA 18.5% Adj. EBITDA Margin Driving Lifecycle and Consumables Growth Globally Investments in Service and Support and High Growth Regions Consumables 65% MDCS 36% Equipment Systems 35% BUSINESS BREAKDOWN SALES (1) Restructuring concludes in 2018 (++ cash) Business Mix End Market Mix Regional Mix Ind. Machinery / Other 13% Construction 8% Custom Molders 10% Automotive 20% Packaging 17% China ROA 18% India 10% ROW 3% North America 49% Fluid Tech. 10% APPT Aftermarket 19% Medical 5% Electronics 11% Consumer Goods 16% Europe 20% 6 Broad Plastics Portfolio of Equipment and Consumables Geographically Balanced (1) Sales, Adj EBITDA and Adj EBITDA Margin based on LTM 9/30/18.

7 MILACRON BUSINESSES MDCS FLUIDS APPT $232M Adj. EBITDA Our MDCS segment designs, manufactures and sells highly-engineered, technically advanced hot runner and process control systems, mold bases and components, and sells MRO supplies for plastic processing operations. Ind. Machinery / Other 2% Construction 1% Medical 9% Electronics 16% Custom Molders 10% $453M Automotive 26% Consumer Goods 23% Packaging 13% 18.5% Adj. EBITDA Margin Our Fluids segment is a global manufacturer of products that are used in a variety of metalworking processes such as cutting, grinding, stamping and forming and high speed machining. Ind. Machinery / Other 46% Medical 1% $129M Electronics 8% Automotive 38% Consumer Goods 7% Our APPT segment designs, manufactures, sells and services plastic processing equipment and systems, which include injection molding, blow molding and extrusion. APPT aftermarket includes parts, service, retrofits, rebuilds and a suite of IIoT offerings. Ind. Machinery / Other 15% Construction 14% Custom Molders 12% Medical 4% $690M Electronics 7% Automotive 13% Consumer Goods 12% Packaging 23% 7 Note: Sales data based on LTM period ending 9/30/2018

8 Equipment Consumables MCRN GROWTH STRATEGY Consumables Growth Strategy Consumables Equipment APPT Aftermarket MDCS Fluids Consumables 65% ~80% New product development and expanded service offerings that ensure up-time and reliability for our customers Expanded manufacturing base in China for optimal cost structure and to drive growth in high growth regions Increase share-of-wallet through proactive customer partnerships vs reactive break/fix Consumables Portfolio Hot Runners Controllers Mold Bases MRO Supplies Parts Service Retrofits & Rebuilds Fluids 8 Sales Adjusted EBITDA (1) Note: Sales and adjusted EBITDA data based on LTM period ending 9/30/2018 (1) Based on management s estimates; excludes corporate Adjusted EBITDA Equipment Growth Strategy New product development, The Cincinnati, for large tonnage applications to include automotive QDP (Quick Delivery Program) Expanded manufacturing base in India for rapid growing local market and global demand of small-to-mid tonnage machines M-Powered connected machines to improve uptime & reliability through remote monitoring & improved service model Reputation for world class service & support to give customers confidence in purchasing our equipment

9 APPT AFTERMARKET Giovanni Spitale President, Customer Service & Support

10 THIS IS OUR APPT AFTERMARKET Primary Offerings Spare Parts Right part, right place same day shipment Service Trained, local technicians high quality work Retrofits and Rebuilds Upgrade kits extend life of machines 10 Our Opportunity Increase share of Aftermarket revenue driven from Milacron installed base ~$245M of $800M estimated total market Using installed base analytics to focus efforts on specific growth targets Driving life cycle approach mix of reactive/proactive maintenance, targeted upgrade packages Establishing traction in certain areas (barrels & screws) for non-milacron machinery installed base; long runway on market share Remote Monitoring Retrofits & Rebuilds Service Parts Market Opportunity (1) ~$500M+ Milacron Installed Base (1) Source: Dean & Co Milacron Aftermarket Report & Management s estimates

11 APPT AFTERMARKET EXAMPLE Example of Equipment Lifetime Value (~30 years) Gross Margin Profile: Equipment Sale: 20-30% Aftermarket Parts & Service: 30-50% ~$3.4M ~$125K ~$700K Maxima 1300 ~$525K ~$1.6M ~$850K Aftermarket Opportunity ~$1.2M ~$1.8M Equipment Sale Spend Frequency Aftermarket Parts $1,200 Ongoing Aftermarket Service Retrofits / Rebuilds $1,200 Remote Monitoring Ongoing Every years Ongoing Milacron Opportunity $1, Source: Dean & Co Milacron Aftermarket Report (1) Dean & Co estimates there is c.$100k of outsourced and c.$425k of in-house service opportunity. Milacron currently only has outsourced service revenue (2) Dean & Co estimates there is c.$40k of outsourced and c.$150k of in-house service opportunity. Milacron currently only has outsourced service revenue $1,000 Milacron Share Lifetime Revenue Milacron Opportunity Total Addressable Mkt Milacron Share Total Addressab

12 WINNING THROUGH SERVICE Driving Uptime Customers invest in downtime protection loss of production is expensive Reactive Commitment: parts, service, responsiveness to minimize impact of a machine breakdown Partner with customers to implement preventative maintenance practices Investing in IIoT M-Powered solutions to drive productivity Asset utilization means everything The Impact of 1% OEE* 1% Baseline Faster Uptime Scrap Cavitation Weight (g) Cycle (s) Uptime (%) Scrap (%) Impact 2M parts 2.2M parts 2.2M parts If our customers win, we win * OEE = Overall Equipment Effectiveness = performance x uptime x yield 12

13 APPT AFTERMARKET TAKEAWAYS Parts availability & service capacity to reduce downtime NOW Tech upgrade kits & machine rebuilds to extend service life of customer assets 2019 M-Powered IIoT solutions to drive productivity

14 FINANCIAL OVERVIEW

15 YTD 2018 FINANCIAL RESULTS Sales of $946.8 million increased +4% versus prior year; +2% on a constant currency basis Operating earnings (GAAP) increased +16% to $91.5 million; Adjusted EBITDA (non-gaap) increased +5% to $174.8 million Diluted EPS (GAAP) increased to $0.50, up from $(0.03); Diluted adjusted EPS (non-gaap) increased +7% to $1.30 Free Cash Flow of $38.9 million versus $(12.3) million prior year Orders decreased 5% versus the prior year; decreased 7% on a constant currency basis Voluntary debt payments totaling $75 million through Q Financial Highlights Sales (1) Adj. EBITDA Adj. Net Income Adj. EPS Free Cash Flow $285.4 $ % $946.8 $310.4 $ % $ % 18.5% $174.8 $ % $93.3 $ % $1.30 $(12.3) +51M $8.3 $38.9 YTD 17 YTD 18 YTD 17 YTD 18 YTD 17 YTD 18 YTD 17 YTD 18 YTD 17 YTD (1) YTD 2018 sales of $929.1 million are on a constant currency basis. Note: See Non-GAAP reconciliations included in the accompanying financial tables for the reconciliation of each non-gaap measure to its most directly comparable US GAAP measure.

16 IMPROVING FREE CASH FLOW Free Cash Flow $60 > $100M improvement $83 $85 (1) +++ Uses of Free Cash Flow De-leveraging M&A Organic growth opportunities: APPT aftermarket Hot runners India equipment business E 2019E Cash usage 16 (1)Median of 2018 guidance on free cash flow Key Drivers EBITDA from $198M to LTM ~$235M+ Capex winding down to 2-3% of sales, post 2018 restructuring Working capital reduction from ~30% to a goal of ~20% of sales Major restructuring costs gone after 2018 (2018 ~$55M) Cash Interest reduced from $71M in 2014 to ~$45M in 2018, beyond

17 DEBT STRUCTURE Net Leverage Ratio History 4.8x 4.2x 3.9x 3.3x < 3.0x E Debt Specifics: Debt reduction of $100M planned in 2018 $25M voluntary payment on 2/28/18 $25M voluntary payment on 4/30/18 $25M voluntary payment on 7/31/ year end leverage ratio target <3.0x $485.8M of debt fixed as follows: $400M fixed at 4.56% (2.06% (fixed) +2.5%) with interest rate swap EUR 75M ($85.8M equivalent) of debt fixed at EUR 0.00% with cross currency interest rate swap $383.4M of debt floating at 4.74% (LIBOR+ 2.5%) (1) ~$220 million of total liquidity Term Loan due September 2023 Spread on debt reduced by 50 bps due to 2017 re-pricing and leverage target step-down Committed to an incremental $25M of debt pay down in Q4 Asset-based lending agreement (ABL) April 2018 amendment extended maturity to April 2023 Borrowing rate of LIBOR + (125 bps to 175 bps) 17 (1)Rates as of September 30, 2018 Note: Fixed versus floating debt amount as of November 2, 2018

18 Milacron has great businesses capitalizing on secular trends Milacron has established and thriving businesses in high growth regions (China, India) Milacron is leading the service transformation in the plastics industry Milacron continues to drive free cash flow (restructuring ends in cash) Milacron will continue to execute our playbook and deliver 18

19 QUESTIONS ANSWERS 19

20 APPENDIX 20

21 ADJ. EBITDA & ADJ. NET INCOME RECONCILIATIONS Last Twelve Months Ended September 30, 2018 (in millions) Net earnings $ 39.0 Amortization expense 27.4 Currency effect on intercompany advances [a] 2.5 Organizational redesign costs [b] 43.5 Long-term equity awards [c] 12.0 Debt costs [d] 1.3 Professional services [e] 5.5 Annual effective tax rate adjustment [f] (9.2) Other [g] 13.3 Adjusted Net Income $ Income tax expense 26.9 Interest expense, net 43.2 Depreciation expense Adjusted EBITDA $ 235.2

22 ADJ. EBITDA & ADJ. NET INCOME RECONCILIATIONS (a) Non-cash currency effect on intercompany advances primarily relates to advances denominated in foreign currencies. The most significant exposure relates to the Canadian dollar and the Czech koruna pursuant to intercompany advances within the MDCS and Corporate segments, respectively. (b) Organizational redesign costs in the last twelve months ended September 30, 2018 primarily included $19.1 million for termination costs as a result of eliminated positions and $6.8 million of costs related to relocating our facilities in Belgium, Italy and Germany to the Czech Republic. Organizational redesign costs for the last twelve months ended September also included $1.7 million of costs related to our facility consolidation in North America. (c) Long-term equity awards include the charges associated with stock-based compensation awards granted to certain members of management and independent directors. (d) Debt costs incurred during the last twelve months ended September 30, 2018 included $1.3 million of fees related to the new senior secured term loan facility due September 2023 ("2017 Term Loan Facility"). (e) Professional fees in the last twelve months ended September 30, 2018 included $5.5 million of costs for strategic organizational initiatives. (f) The annual effective tax rate adjustment primarily includes the tax benefit associated with reconciling net earnings to Adjusted Net Income. (g) Other costs for the last twelve months ended September 30, 2018 primarily include $7.7 million of costs to write down the inventory of a discontinued product line and $1.4 million of goodwill impairment. 22

23 OPERATING EARNINGS TO ADJ. EBITDA RECONCILIATION LTM Operating Earnings (loss): APPT $ (in millions) 21.8 MDCS Fluids 24.4 Corporate (47.0) Total operating earnings Other non-operating expenses (0.7) Adjustments to operating earnings - APPT Adjustments: - Depreciation and amortization 17.8 Currency effect on intercompany advances [a] (0.2) Organizational redesign [b] 36.4 Professional services [e] 0.4 Other [f] 12.3 Total APPT Adjustments 66.7 MDCS Adjustments - Depreciation and amortization 33.5 Currency effect on intercompany advances [a] 2.5 Organizational redesign [b] 5.1 Professional services [e] 0.2 Other [f] 0.3 Total MDCS Adjustments 41.6 Fluids Adjustments - Depreciation and amortization 4.6 Organizational redesign [b] 0.2 Other [f] 0.3 Total Fluids Adjustments 5.1 Corporate Adjustments - Depreciation and amortization 1.3 Currency effect on intercompany advances [a] 0.2 Organizational redesign [b] 1.8 Long Term Equity Awards [c] 12.0 Debt Costs [d] 0.3 Professional services [e] 4.9 Other [f] 0.4 Total Corporate Adjustments Adjusted EBITDA - APPT 87.8 MDCS Fluids 29.5 Corporate (26.1) Total Adjusted EBITDA $ 235.2

24 OPERATING EARNINGS TO ADJ. EBITDA RECONCILIATION (a) Non-cash currency effect on intercompany advances primarily relates to advances denominated in foreign currencies. The most significant exposure relates to the Canadian dollar and the Czech koruna pursuant to intercompany advances within the MDCS and Corporate segments, respectively. (b) Organizational redesign costs in the last twelve months ended September 30, 2018 included $17.6 million for termination costs as a result of eliminated positions and $6.5 million of costs related to relocating our facilities in Italy and Germany to the Czech Republic in APPT. Organizational redesign costs in the last twelve months ended September 30, 2018 also included $0.1 million of termination costs as a result of eliminated positions and $1.7 million of costs related to our facility consolidation in North America within MDCS. (c) Long-term equity awards in Corporate include the charges associated with stock-based compensation awards granted to certain members of management and independent directors during the last twelve months ended September 30, (d) Debt costs incurred during the last twelve months ended September 30, 2018 included $0.3 million of fees related to the 2017 Term Loan Facility. (e) Professional fees incurred by Corporate in the last twelve months ended September 30, 2018 included $3.6 million of costs for strategic organizational initiatives. (f) Other costs in APPT for the last twelve months ended September 30, 2018 primarily include $7.7 million of costs to write down the inventory of a discontinued product line and $1.4 million of goodwill impairment. 24