Non Deal Roadshow Presentation. May 15-16th, 2017 London

Transcription

1 Non Deal Roadshow Presentation May 15-16th, 2017 London

2 Agenda Company Overview Competitive Advantages Operating Highlights Financial Highlights 2

3 Company Overview Business Segments Geographic Footprint Gross Revenue by Business (2016) Lab-to-Lab 59% +1,800 cities covered 5,400 clients PSC 41% Lab-to-Lab: performs clinical analysis and imaging tests for other laboratories and hospitals, serving over 5,400 clients nationwide PSC: 112 stores (patient service centers) in Minas Gerais, Goiás, São Paulo, and Rio de Janeiro, offering clinical analysis, imaging tests, vaccines, check-ups and others # PSC (1) Regional Labs (NTAs) Central Lab Vespasiano (NTO) Progenetica and Diagnóstika Lab-to-Lab Presence Business segments Highlights PSC: Regional leadership 70% Market Share in the metropolitan region of Belo Horizonte (MG) 51% Market Share in the metropolitan region of Goiânia (GO) 1 2 In March 2017 Includes 9 stores from Guanabara, company acquired in Rio de Janeiro PSC: Gross revenue per type of test (2016) Image 36% Clinical analysis 64% Total volume of tests (2016) Lab-to-Lab: 55.2 million (+32.4% YoY) PSC: 19.8 million (+4.8% YoY) 3

4 Brands Lab-to-Lab Brands Strategy: Product portfolio diversification through complementary specialized tests and market share expansion PSC brands Strategy: Build national presence organically and through M&A Reference in Lab-to-Lab segment with 20 years of experience National presence with over 5,400 clients Largest laboratory in Minas Gerais Reference in Minas Gerais state with a well recognized brand and a diversified portfolio of tests including clinical analysis and imaging, as well as vaccines. Has 57 years of experience Reference in anatomic pathology Highly specialized medical team, 32 years in the market with expertise in 19 segments of anatomic pathology Located in São Paulo and Rio de Janeiro Largest lab in Goiás with 31 years of experience and a top-of-mind brand. Portfolio includes clinical analysis, imaging and vaccines Acquired by Hermes Pardini in 2013 due to its relevance in the greater Goiânia area with 31 centers Reference in oncogenetics with a 17-year track record Specialized test portfolio as key rationale for the acquisition by Hermes Pardini Among 1 st labs to implement high complexity molecular testing Located in Rio de Janeiro Acquired in December 2016: Opportunity to increase market share in Rio de Janeiro with 9 centers in the metropolitan area (Mar/17) Reference in multi-specialty imaging tests with 46 years of experience and pioneer in radioactive diagnostics and treatment 4

5 Hermes Pardini Track Record Hermes Pardini Track Record : Foundation and Creation of New Segments : Professionalization As of 2011: Accelerated Growth Strategy Business segmentation into Lab-to-Lab and PSC Professionalization of management and 10-yr strategic plan definition Lab-to-Lab: Specialization and market share expansion, organically and through M&A PSC: Build national presence organically and through M&A Beginning of diagnostics operations Launch of Labto-Lab services Launch of vaccine services Inauguration of NTO to support Lab-to-Lab expansion PSC M&A Strategy: São Paulo PSC M&A Strategy: Goiás Launch of Hermes Pardini brand in SP IPO Launch of imaging and anatomic pathology services Creation of the human genetics department Implementation of Corporate Governance Entry of Gávea Investimentos to support M&A strategy and further professionalization Lab-to-Lab M&A Strategy: Lab-to-Lab M&A Strategy: M&A strategy: Rio de Janeiro Acquisition of CMNG Project Enterprise

6 Management Team Executives Position Years at Hermes Pardini Previous Experience and Education Dr. Roberto Santoro CEO 14 Prior to becoming CEO, Dr. Santoro was Hermes Pardini s Medical Diagnostics Director Undergraduate and graduate medical degree from UFMG. Executive MBA at Fundação Dom Cabral and post-mba at Kellogg Camilo de Lelis CFO / IR 7 Prior to joining Hermes Pardini, Mr. de Lelis worked in the mine and automotive industries with London & Scandinavian Metallurgical and Fiat (Brazil, Mexico and USA) Bachelor in Accounting Sciences from Universidade Newton Paiva. Graduate degree from UNA and MBA from Harvard-UDEM Alessandro Ferreira Commercial Officer 19 Prior to joining Hermes Pardini, Mr. Ferreira was a biotechnology and biochemical professor at the post-graduate level Bachelor in Biochemical Pharmacy at UFMG. Master and doctorate degree from UFMG and MBA degree from IBMEC Dr. Guilherme Collares Operations Officer 7 Technical Director for 5 years at Lab Rede. Previous Emergency coordinator at UFMG Hospital das Clínicas and president of the Clinical Pathology Dep. (MG) Medicine undergraduate and master degrees from UFMG. Executive MBA from FGV Adriana Linhares Business Officer 18 Prior to becoming Business Director, Adriana Linhares was Hermes Pardini s PSC Corporate Manager Bachelor in Biochemical Pharmacy from UFMG. Graduate degree in Clinical Analysis from UFMG and executive MBA degree from IBMEC 6

7 Consistent Gross Revenue Growth R$mm Gross Revenue and Gross Margin - Consolidated¹ # of tests (MM) Average ticket (R$) Gross Margin 34.4% 34.3% 34.3% 32.7% Lab-to-Lab: Gross Revenue and Gross Margin PSC: Gross Revenue and Gross Margin # of tests (MM) # of tests (MM) Average ticket (R$) Average ticket (R$) Gross Margin 35.9% 37.5% 38.7% 37.5% Gross Margin 33.3% 30.5% 28.5% 25.4% Note: ¹ includes eliminations. Does not include Guanabara Acquisitions 7

8 Evolution of Profitability Levels R$mm Adjusted EBITDA and margin Net income and margin 23.6% 25.3% 24.1% 22.2% 10.6% 12.1% 10.9% 11.5% Note: does not include Guanabara 8

9 Low Leverage with Superior Returns R$mm Net Debt and Net Debt / EBITDA annual evolution ROIC (without goodwill) 7.2% -26.5% -26.6% 15.4% % 36% 35% 33% (45.6) (47.1) Net Debt and Net Debt / EBITDA 4Q16 x 3Q16 ROIC (with goodwill) -47.4% 15.4% 21% 25% 25% 21% 28.7 (89.7) 3T16 4T Note: does not include Guanabara 9

10 Agenda Company Overview Competitive Advantages Operating Highlights Financial Highlights 10

11 Competitive advantages 1 Centralized production with efficient logistics 2 3 Lab-to-Lab: Unique Value Proposition PSC: High Reliability and Operational Excellence Key Differentiating Attributes 4 Focus on R&D: High Specialization and Development of New Tests 6 5 Experience in M&A activities Organic growth opportunities Growth Avenues 11

12 1 Centralized production with efficient logistics Centralized production... supported by regional sites (NTA) and an efficient logistics network: Central Lab: NTO Vespasiano RH Belo Horizonte RH Central Lab NTO RH Goiânia Oncogenetics RH RH Path. Anat. São Paulo RH Central Laboratory (NTO) 3 supporting regional sites (NTAs) 2 supporting specialized sites (NTAs) 5,400+ Lab-to-Lab Clients 112 Pardini PSCs 12

13 2 Lab-to-Lab: Unique Value Proposition Fast Turnaround Time R&D and Broad Test Menu IT Integration Reliability of Results Lab-to-Lab Competitive Cost Structure Medical Support 13

14 3 PSC: High Reliability and Operational Excellence Medical excellence, broad portfolio and expertise with customer care increases the value perceived by patients and physicians, while operating excellence allows Hermes Pardini to offer competitive prices for HMOs High Value Perceived by Patients and Physicians + Operating Excellence 1 Excellence in Patient Care 1 Competitive Cost Structure 2 Brand Recall and Reliability of Results 2 Expertise in Cross-Selling 3 One-Stop-Shop 3 Real-Time Operations Monitoring One-Stop-Shop Real-Time Monitoring Real time monitoring of KPIs Clinical Analysis Imaging Tests Vaccines Nutrition Check-ups OTC Wellness Products Precision Medicine 14

15 4 Focus on R&D: High Specialization and Development of New Tests Hermes Pardini s R&D excellence allows for a leading positioning in development of exclusive tests New Test Development Research Production and Quality Recognition American Association of Clinical Chemistry 1 st Place in Personalized Medical Research 3 nominations 2 oral presentations Quality Certificates Zika Virus case study: 1 st lab in Brazil to develop inhouse methodology for viral detection Zika virus test was only offered by laboratories outside Brazil with an avg. cost of R$1,000 and 50 days of turnaround time Hermes Pardini developed this test in-house and was able to reduce patient cost by 50% and the turnaround time to only 1 week (1) Source: Folha de São Paulo 15

16 5 Organic Growth Opportunities Multiple avenues for organic value creation Lab-to-Lab Strategy PSC Strategy Short Term Growth Strategy: 4 Lab Portfolio Expansion and % 3 Outsourced New Labs in 2 New Routes New Labs in 1 Existing Routes Increase Share of Wallet in Client Labs + Expansion Strategy: Strengthen presence in southeast region and expand to key metropolitan cities in the south and northeast Increase bargaining power with payers Continue to focus on higher return clinical analysis with imaging as a support Cross-selling leverage New PSCs will be offered in a one-stop-shop format: units with ~1,500m², broad menu of clinical analysis and imaging tests, vaccines, check-ups and anatomic pathology PSCs per Region Rio de Janeiro 9% São Paulo 5% Long Term Growth Strategy: Further develop relationships in Pharma Increase volume of toxicology tests Expand telemedicine Focus on precision medicine Goiás 28% Minas Gerais 58% (1) December 2016, including the stores acquired through Guanabara laboratory, in Rio de Janeiro 16

17 6 Experience in M&A activities Experience in M&A activities Revenue and Margin Expansion Business Diversification December 2016 Strengthen penetration in Rio de Janeiro Complete portfolio of tests (mainly nuclear medicine and radiology) July 2013 Increase in specialized anatomic pathologic tests production capacity Renowned medical team July 2013 Acquisition of clinical analysis market leader in Mid-West region December 2012 Acquisition of national paternity test leader, strengthening biotechnology portfolio Opportunity to acquire local authority portfolio Entry in São Paulo diagnostics market, largest national market Focused on imaging tests. Opportunity to expand in clinical analysis and vaccines December 2012 October 2012 Opportunity to use its lab as a NTA for Lab-to- Lab clients in São Paulo Acquisition of Pregenetica s genetics and personalized medicine know-how Specialized on high complexity molecular tests 17

18 Agenda Company Overview Competitive Advantages Operating Highlights Financial Highlights 18

19 Operating Highlights 1Q17 BM&FBovespa event February, 2017 Central Laboratory (NTO) Vespasiano MG Construction of the advanced laboratory (NTA) in Rio de Janeiro Completion of the IPO process in February, with the Company raising about R$187 million in the Primary Offer; We have officially started Project Enterprise 2018, with the distribution RFI (Request for Information) to the largest technology suppliers for laboratory automation; Construction of the advanced laboratory (Núcleo Técnico Avançado NTA) in Rio de Janeiro, with opening expected for May, This laboratory will be an important pillar to our strategy of increasing clinical analysis services in Guanabara and to strengthen our competitive position in the Lab-to-Lab business in Rio de Janeiro. 19

20 Opening of the new store in São Gonçalo (RJ) Highlights of the new unit in São Gonçalo (Rio de Janeiro), opened in January 2017: Service area of 800 m²; Capable of offering clinical analysis and imaging tests; Swift accreditation by major healthcare operators in the region; Ramp-up of revenues since opening was above expectation. 20

21 1Q17 Highlights: Lab-to-Lab segment Consistent growth in volume of tests (+26.3%) and revenue per client (+12.8%); Commercial strategy focused on the increase of the client base: over 4,800 clients generated revenues during the 1Q17 (+5.5% YoY); Expertise on client relationship and high quality of services has resulted in the improvement of Same Lab Sales indicator (+14.7%). 21

22 1Q17 Highlights: PSC segment Acquisition of Guanabara, in Rio de Janeiro, focused on imaging tests, has contributed to the increase in number of tests (+7.4%) and in gross revenue per m2 (+30.1%); Resilience in a market of high concentration of lives among a few healthcare operators: increase in same store sales (SSS) basis of 7.5%; NPS (Net Promoter Score) for Hermes Pardini reached 73% during 1Q17; Expansion in Rio de Janeiro, with the opening of one new store in São Gonçalo. 22

23 Agenda Company Overview Competitive Advantages Operating Highlights Financial Highlights 23

24 Consolidated Gross Revenues Gross Revenue (R$ MM) % Evolution of gross revenue per business unit % % R$ MM 1Q16 1Q17 Variation Lab-to-Lab % 55.8% 1Q16 Lab-to-Lab 52.0% 1Q17 PSC PSC % Eliminations % Consolidated % Strong increase in gross revenue in both business units; Eliminations shown in the above table are mainly intercompany transactions which are excluded for calculating gross book revenues. 24

25 Gross Revenues of the Lab-to-Lab segment The significant increase in Gross Revenue (+19.0%) was due mainly to higher number of tests (+26.3%) and number of clients which generated revenue in the period (+5.5%); Gross revenue per client showed year-on-year growth of 12.8%, reflecting the strategy of improving the relationship with existing clients and increasing the share of wallet; Expertise on client relationship and high quality of services has resulted in the improvement of Same Lab Sales indicator, which grew by 14.7%. 25

26 Gross Revenues of the PSC segment + 7.4% Acquisition of Guanabara, in Rio de Janeiro, focused on imaging tests, has contributed to the increase in number of tests (+7.4%) and in gross revenues from the PSC segment (+38.6%); Imaging tests represented circa 50% of gross revenues from the PSC segment; Gross revenues, in terms of same store sales, grew by 7.5%. 26

27 Deductions from Gross Revenues and Net Revenues Deductions from Gross Revenues Net Revenue per Business Line (R$ MM) R$ MM 1Q16 1Q17 Variation Disallowances % % Cancelled Sales and Other Rebate % Taxes on Services % Cancellations and Deductions % % 55.9% 47.8% 52.2% 1Q16 Lab-to-Lab 1Q17 PSC Total deductions remained constant at 7.5% of gross revenues in both quarters; The purchase of Guanabara increased the share of the PSC segment to 47.8% of our consolidated net revenue in 1Q17. 27

28 Gross Profit and Gross Margin In the Lab-to-Lab segment, the rise in gross margin is related to the increase in volume of tests, efficiency gains from negotiations with suppliers and the maturity of certain clients which joined the active client base of IHP during 2016; In the PSC segment, gross margin increased due mainly to the incorporation of results from Guanabara, higher number of tests and closure of certain service units during

29 Operating Expenses (Selling, Administrative and Other) Variation of major Operating Expenses R$ MM 1Q16 R$ MM % Net Revenue 1QT17 R$ MM % Net Revenue Selling Expenses 13,2 6,3% 15,4 5,8% General and Administrative Expenses 13,8 6,6% 23,3 8,7% Other Operating Income / Expenses 5,3 2,5% 2,6 1,0% Total Operating Expenses 32,3 15,4% 41,2 15,4% Operating expenses remained unchanged at 15.4% of net revenues in both 1Q17 and 1Q16. The increase in general and administrative expenses was due mainly to: Operation of Guanabara laboratory: +R$ 4.3 MM; Personnel expenses: +R$ 4.1 MM; Expenses related with the integration of Guanabara: +R$ 0.5 MM. 29

30 Financial result and Income tax / social contribution Financial Result R$ MM 1Q16 1Q17 Variation Net Finance Result % Finance Income % Income from financial investments % Others % Finance Costs % Interest on borrowings % Interest on installments % Restatement of investment call option debt % Other finance costs % Foreign Exchange Variation % Income Tax (IR) and Social Contribution (CSLL) R$ MM 1Q16 1Q17 Variation Earnings Before Taxes (EBT) % Expected taxes (standard rate of 34%) % Effect on the results of subsidiaries taxed under the presumed profit method % Other exclusions (additions), net % Income tax and social contribution % % EBT -31.7% -33.7% -197 bps Current % Deferred % Foreign exchange income % Foreign exchange expenses % Income tax (IR) and social contribution (CSLL): the effective tax rate was 33.7% of earnings before taxes, which is close to our standard tax rate of 34.0%; The Company intends to start amortizing the goodwill on company acquisitions (around R$ million, as per IHP s financial statements) in the second half of

31 Net Income and EBITDA EBITDA R$ MM 1Q16 1Q17 Variation Net Income % Finance Result % Depreciation and amortization % Income tax and social contribution % (+) Non recurrent/operating items % Adjusted EBITDA % margin 24.5% 24.1% -43 bps (+) Non recurrent/operating items % EBITDA % margin 22.8% 23.2% +40 bps Persistent high profitability margins: adjusted EBITDA margin of 24.1% and net income margin of 11.7% thanks to improved operational margins in both segments; Non-recurring items which affected EBITDA in 1Q17 includes write-off of improvements on units that were subsequently closed (R$ 0.5 million), write-off of tangible fixed assets (R$0.5 million) and specific expenses associated with the integration process of Guanabara (R$0.5 million). 31

32 Trade Receivables R$ MM 1Q16 2Q16 3Q16 4Q16 1Q17 Trade Receivables Current From 1 to 60 days past due From 61 to 120 days past due Over 120 days past due Other current amounts Provision for disallowances and doubtful accou Total Net Revenue Days of Sales Outstanding Days of sales outstanding was down to 73 days in 1Q17, due mainly to higher participation of the PSC segment in the Company s revenue mix and changes in the payment policies of the sales area in the Lab-to-Lab segment; Our receivables portfolio is at an extremely healthy level: 88.5% of receivables are in order. we have set up a provision for all receivables overdue for more than 120 days. 32

33 Debt Net debt and Covenants R$ MM 1Q16 1Q17 Variation Gross Debt (Borrowings) % Cash and Cash Equivalents % Net Debt % Net Debt / EBITDA LTM % EBITDA LTM / Financial Result LTM % In 1Q17, we once more showed a net cash position, mainly because of the completion of the IPO (primary offer); Funding of a total of R$ 210 million, through a simple, non-convertible debenture issue (CVM476) with a total tenor of five years and CDI % rate; Healthy capital structure (net debt / EBITDA LTM of -0.3x). 33

34 Cash Flow and ROIC Cash Flow Summary R$ MM 1Q16 1Q17 Variation Net Income % Non-cash itens % D Working Capital: Receivables % Trade Payables % Payroll/Social Security and Installments % Other Assets and Liabilities % Income Tax and Social Contribution and others paid % Operational Cash Flow % Investing Activities % Financing Activities % Cash Flow % Conversion (Operational Cash / EBITDA) -50.0% 14.2% bps Net cash flow from operations amounted to R$8.8 million in 1Q17; ROIC excluding goodwill was 30.8% in 1Q17, one of the highest in our sector. 34

35 Events after the reporting period: payment of dividends Calculation Dividends Number of Shares PARD3 130,978,595 (x) Dividends per Share R$ 1.21 (=) Total Dividends Payable R$ 158,484, At the General Shareholders Meeting held on Abril 28, the shareholders approved distribution of dividends of R$ 1.21 per share, totaling R$ million; The shareholders which held shares on April 28, 2017 will be entitled to receive such dividends; Dividend Yield of approximately 5.4%, based on the stock price of R$ per share (closing price on April 28, 2017); Payment to shareholders shall be made in May

36 Notice and IR Contacts Aviso This presentation contains certain forward-looking statements concerning the business prospects, projections of operating and financial results and growth potential of the Company, which are based on management s current expectations and estimates of the future performance of the Company. Although the Company believes such forward-looking statements are based on reasonable assumptions, it can give no assurance that its expectations will be achieved. Expectations and estimates that are based on the future prospects of the Company are highly dependent upon market behavior, Brazil s political and economic situation, existing and future regulations of the industry and international markets and, therefore, are subject to changes outside the Company s and management s control. The Company undertakes no obligation to update any information contained herein or to revise any forward-looking statement as a result of new information, future events or other information. Contact: Investor Relations ri@grupopardini.com.br site: Phone: +55 (31)