ForwardLookingStatement

Transcription

1 September 16, 2014

2 ForwardLookingStatement Today's presentation contains different statements that could be construed as being forward looking information. In general, any statement which does not constitute a historical fact, may be deemed a forward looking statement. Expressions such as expect, intend, are confident that, will and other similar expressions are generally indicative of forward looking statements. The forward looking statements are based upon certain assumptions regarding the Canadian food industry, the general economy, and our annual budget as well as our 2014 action plan. These forward looking statements do not provide any guarantees as to the future performance of the Company and are subject to potential risks, known and unknown, as well as uncertainties that could cause the outcome to differ significantly. A description of the risks which could have an impact on these statements can be found under the Risk Management section of the 2013 Annual Report. We believe these statements to be reasonable and pertinent at this time and represent our expectations. The Company does not intend to update any forward looking statements, except as required by applicable law. In addition certain non IFRS financial measures may be discussed or referred to today. These measures are for information purposes only. They do not have a standardized meaning prescribed by IFRS and therefore may not be comparable to similar measures presented by other public companies. 2

3 Agenda Agenda Company Overview Financial Overview Metro Strategy Conclusion 3

4 Company Overview Richard Dufresne Senior Vice President and Chief Financial Officer

5 Food Retailing Overview 564 Food Stores 422 corporate stores 142 affiliates 65,000 employees 15 distribution centers $11.4 billion revenue $6.1 billion market cap Ontario Quebec Square footage growth of +4.2% in the last 5 years 5

6 Pharmaceutical Division Franchisor for the Brunet banners 267 drug stores 2 distribution centers +1,000 clients including hospitals and pharmacies Ontario Quebec

7 Financial Overview Richard Dufresne Senior Vice President and Chief Financial Officer

8 Metro Financial Overview ($ millions) $600 $520 $500 Strong Cash Flow Generation $548 $542 $546 $567 Share Repurchases +$1.5B over the last 6 years $393.7M $450.1M 7.0M $400 $300 $200 $100 $226 $313 $317 $253 $267 $190.1M $162.9M $158.9M 4.2M 4.6M 4.0M $216.2M 4M 4.2M 6.0M 4.2M $ Cash Flow From Operations Net of Working Capital Free Cash Flow net of dividends, working capital, and CAPEX $1.25 $1.00 $0.75 $0.50 $0.25 $ Dividend Growth 19 consecutive years 0.27 CAGR 21.3% F

9 Metro Financial Overview Consistent Growth and Profitability Sales (1) ($ millions) EBITDA (1) ($ millions) CAGR 1.8% $14,000 $10,000 10,883 11,021 11,070 11,675 11,400 11,489 $850 $750 $650 $550 $ % 7.0% 6.5% 6.0% 5.5% $ % $ % $6, LTM $ LTM 4.0% $500 $450 $400 $350 $300 $250 Net Income (1) ($ millions) CAGR 4.7% $5.50 $4.50 $3.50 $2.50 Fully Diluted EPS (1) CAGR 8.8% $4.55 $4.73 $3.94 $3.59 $3.25 $4.96 $200 $150 $ LTM $1.50 $ LTM 2009,2010 GAAP Note: (1) Adjusted for restructuring costs, disposal gain and non-recurrent tax expense. All figures based on 52 weeks. 9

10 Financial Overview Strong Balance Sheet 35% Long-Term Debt/Total Cap 30% 25% 20% 29.1% 29.9% 27.7% 18.8% 22.5% 23.8% 25.6% S&P and DBRS BBB Stable credit rating 15% 10% Q Q Q $600M revolver, maturity extended to November 3, 2019 $40 $35 $30 Market value $1.2 billion Long term debt : $863.2 Q3 Long term debt/ebitda 1.3x $25 $20 $15 $10 $5 $0 Sep 2011 Sep 2012 Sep 2013 Sep

11 Return on Shareholders Equity Solid long-term returns 28% 27.0% 26% 24% 22% 21.3% 22.9% 24.9% 20.8% 20.9% 23.0% 24.2% 24.1% 24.3% 21.2% A T D 20% 19.8% 18% 16% 14% 14.5% 16.1% 15.6% 15.1% 14.7% 16.4% 16.6% 16.6% 2013 ROE EX-ATD 17.9% 12% 10% ROE 14.5% for over 20 consecutive years 11

12 Metro Strategy Richard Dufresne Senior Vice President and Chief Financial Officer

13 Strategy : Investing In Our Network CAPEX Budget Accelerate pace in investments $300 million in CAPEX in f2015 allocated to the following projects: 10 New stores 33 Remodels 1 Conversion 13

14 Strategy : store upgrades Continue to invest in retail network / new and remodels Raise the bar in conventional (Wow stores) Best in fresh Innovation team/ pilot test stores High service levels across the store Best customer experience 14

15 Strategy : Conventional Store Upgrades 15

16 Strategy : Raising the bar in conventional 16

17 Strategy : Raising the bar in conventional 17

18 Strategy : Raising the bar in conventional 18

19 Strategy : Raising the bar in conventional 19

20 Strategy : Raising the bar in conventional 20

21 Strategy : Raising the bar in conventional 21

22 Strategy : Raising the bar in conventional 22

23 Strategy : Raising the bar in conventional 23

24 Strategy : Raising the bar in Ontario conventional 24

25 Strategy : Raising the bar in Ontario conventional 25

26 Strategy : Raising the bar in Ontario conventional 26

27 Strategy : Raising the bar in Ontario conventional 27

28 Strategy : Raising the bar in Ontario conventional 28

29 Strategy : Raising the bar in Ontario conventional 29

30 Strategy : Raising the bar in Ontario conventional 30

31 Strategy : Discount Store Growth New store openings Customer experience : Best value Win with fresh Competitive pricing, location & convenience Ontario restructuring/conversions Food Basics rejuvination New weekly flyer & in store signage In stock guarantee/10% Raincheck program 31

32 Strategy : Discount Store Growth 32

33 Strategy : Discount Store Growth 33

34 Ontario Restructuring Plan Update $40M charge in f2013 (on budget) 5 Conversions 6 renovations 2 Closures 6 Labour agreement buydowns 34

35 Ontario Restructuring Plan Update Carmen Fortino Senior Vice-President and Metro Ontario Division Head 35

36 Strategy : Adonis Opportunity 8 stores opened Capture share of fast growing ethnic category Improve ethnic offering in Metro, Super C, Food Basics Consider other strategic partnerships Ontario stores gaining traction 36

37 Metro Strategy : Pharmacy Grow Pharmacy Rx / OTC growth Ma Santé program Open/recruit drugstores in Quebec TARGET partnership 14 stores 2031: 25,5% 37 37

38 Strategy : Première Moisson Transaction closed August 8, retail bakeries 3 Distribution Centres $80M in sales Differentiation for Metro Expansion Québec & Ontario 38

39 Strategy : Première Moisson 39

40 Strategy : Première Moisson 40

41 Strategy : Loyalty Reward Loyal Customers Integral part of our fresh banner growth strategy metro.ca Better knowledge of our shoppers behaviour Loyalty Personalization 41

42 Metro Strategy : New Digital Ecosystem Metro s digital eco-system METRO.CA NEWSLETTER FACEBOOK MOBILE Most popular grocer site in Canada subscribers Most popular grocer page in Canada Launched in Sept 13 1M unique visitors and 10M pages views per month* Québec: fans Ontario : fans 160,000 downloads** More than 3.1M contacts every month * Google Analytics, July 2014 ** July

43 Metro Strategy : New Digital Ecosystem Android Coming October

44 Strategy : Health and Wellness Organic and Natural Foods Expand organic at store level Over 300 healthy products Over 4,500 PL products with $2B in sales Product offering renewed in over 140 categories in line with best in market 2031: 25,5% 44 44

45 Conclusion Richard Dufresne Senior Vice President and Chief Financial Officer

46 Conclusion Well positioned in both markets in a mature industry Execute Fresh & Service strategy at Metro Differentiate our conventional stores and build on innovative Wow stores Grow Discount, Adonis, and Pharma Expand Première Moisson store network and geographic footprint 2031: 25,5% Cost control/reductions Financial capacity for growth/acquisitions 46 46

47 Thank you