SAFRAN BERNARD DELPIT - GROUP CFO KEPLER CHEUVREUX AUTUMN CONFERENCE 2016 SEPTEMBER 14, 2016
Agenda Main drivers of Safran financial ambition for the 2016-2020 period H1 2016 highlights A resilient and attractive business model 2
2020 financial ambition Main drivers Steady organic revenue growth Temporary headwind from LEAP transition and expensed R&D Offsetting factors: growing contribution of civil aftermarket and other businesses Indicative profile of Group gross margin OE CFM56 & LEAP Tailwind from FX Propulsion margin to remain in the mid to high teens during transition Group margin consistent with the record set in 2015 during transition and trending above 15% when transition is completed SERVICES: civil aftermarket, military engines, aircraft equipment * 2015 2016e 2017e 2018e 2019e 2020e * Starting 2017, excluding the contribution of assets contributed to ASL, consolidated under the equity method since closing of Phase 2. 3
H1 2016 financial highlights (In M) H1 2016 Propulsion Equipment Defence Security Holding & others Revenue 8,936 4,857 2,542 584 949 4 Year-over-year growth in % 6.3% 8.3% 5.3% (5.2)% 7.2% - Recurring operating income 1,309 942 271 22 79 (5) as a % of revenue 14.6% 19.4% 10.7% 3.8% 8.3% - margin evolution (vs H1 2015) +0.6pt (1.6)pt +2.5pt +1.4pt +0.8pt - Growing revenue: +6.3% thanks to continuing momentum in Aerospace services and Security Growth in recurring operating income of 11.8%: Propulsion: Negative margins on LEAP; CFM56 OE and services growth partially offset by weak helicopters Increased contribution to performance of Aircraft Equipment, Defense, Security and Holding Record recurring operating margin at 14.6%, driven by strong improvement in Aircraft Equipment 4
H1 2016 growth in services (Propulsion and Aircraft Equipment) Growth in Aircraft Equipment services of 14.9% (in ) Growth driven by carbon brakes and services for nacelles and landing gear Growth in Propulsion services of 9.8% (in ) Maintenance of CFM56, Villaroche, France Driven by civil aftermarket and strong growth in services for military engines Lower helicopter turbines contribution due to the grounding of the H225 fleet and soft demand from O&G customers Civil aftermarket in Propulsion up 8.5% in H1 (in $), in line with guidance Q1 2016 +8.6% and Q2 2016 +8.3% year-over-year Maintenance of GE90, Saint Quentin en Yvelines, France High comparison bases due to 2015 strong growth (+18.9% in $) Continuing momentum in Aerospace services 5
Revenue mix in Aerospace Services: 47% H1 2016 (B ) Original Equipment: 53% Propulsion services: +9.8% yoy Propulsion OE: +6.5% yoy 2.7 2.2 Aircraft equipment services: +14.9% yoy 0.8 1.7 Aircraft Equipment OE: +1.5% yoy Balanced business model translating into recurring revenue growth 6
Attractive and growing installed base of products 40,000 30,000 CFM Fleet in service (number of engines) Installed base of carbon brakes (number of aircraft>100pax) 13,000+ 20,000 7,500 10,000 2,500 0 2005 2015 2025e 25,000 CFM56 in operation today LEAP engines will relay CFM56 and bring additional fleet potential By 2025, more than 11,000 engines to be added to the fleet in service Nacelles: increasing aftermarket opportunity Focus on the development of positions in aftermarket Tier-1 for A320neo and A330neo nacelles By 2020, 50% of revenue (OE+services) generated by A320neo and A330neo 7
Wrap-up FY 2016 guidance and Safran s financial ambition supported by H1 performance: FY 2016 guidance confirmed (at constant structure) Executing on our strategy: > Transition from CFM56 to LEAP in line with plan > Increasing contributions of other businesses, notably Aircraft Equipment > Continuing momentum in Aerospace services Balanced business model generating recurring revenue Installed base of products offering attractive profitability prospects 8
ADDITIONAL INFORMATION 9
2016 key assumptions Healthy increase in aerospace OE deliveries Civil aftermarket growth at the low end of the initial range Start-up costs of series Leap production Reduction of self-funded R&D of the order of 100M with a greater drop in capitalised amounts Less spending on LEAP, A350, helicopters, as they come closer to certification and entry into service Expensed R&D to rise by around 100M Sustained level of tangible capex, including expansions, new production capacity and tooling, around Euro 850 million, as requested by production transitioning and ramp-up Profitable growth for the security business Continued benefits from productivity improvement 10
Full-year 2016 outlook Safran s expectation for growth on an organic basis is reaffirmed. With reference to the Group structure at end- 2015, Safran expects for 2016 on a full-year basis: Adjusted revenue to increase by a percentage rate in the low single digits compared to 2015 (at an estimated average rate of USD 1.11 to the Euro). Adjusted recurring operating income likely to increase by around 5% with a further increase in margin rate compared to 2015 (at a hedged rate of USD 1.24 to the Euro). The hedging policy largely isolates adjusted recurring operating income from current EUR/USD variations except for the part generated in USD by activities located in the US, subject to the translation effect when converted into Euro. Free cash flow representing more than 40% of adjusted recurring operating income, an element of uncertainty being the rhythm of payments by state-clients. Starting on July 1, 2016, Safran will account for its share in ASL using the equity method and thus no longer record revenue from space activities. In 2016, the change is expected to reduce revenue by approximately Euro 400 million and to have a slightly positive impact on adjusted recurring operating income. 11
LEAP transition CFM56 / LEAP OE contribution to gross margin CFM56 LEAP CFM56+LEAP Cost of production: Learning curve of LEAP - 40% Standard cost of production 2015 2016e 2017e 2018e 2019e 2020+ 2016e 2017e 2018e 2019e 2020e Gradual reduction of CFM56 contribution Transitory losses on LEAP OE Break-even on LEAP OE production by end of decade Initial production costs > standard cost of production (double sourcing; volumes) Targeting a 40% reduction in production cost by 2020 (double sourcing; learning curve) 12
1,612 1,650+ 2,000+ Transitioning to LEAP Number of engines produced 2015 2016e 2017e 2018e 2019e 2020e 2021e 2022e 2023e 2024e LEAP CFM56 CFM56: continuing demand Record deliveries with 886 engines in H1 786 orders and commitment logged YTD 82% market share on A320ceo YTD LEAP: executing on ramp up 11 LEAP-1A delivered in Q2, as planned Full transition in 4 years: everything in place to manage ramp-up (double sourcing, buffer stock, supply chain monitoring and stress testing ) Learning curve : focus on scrap rates and cost reduction initiatives (Safran and suppliers); large volumes are an opportunity to get costs down Transition in line with plan 13
Prospects for future CFM56 aftermarket Expected CFM56 spare parts consumption profile Expected CFM56 spare parts revenue profile 2010 dip 2x 3x CMD'2013 Trend grows faster and peaks higher than 2013 view, mainly due to greater CFM56 success in recent years Main contributors to spare parts consumption are now Gen 2 engine models Growth potential for the fleet of Gen 2 engines supported by strong fundamentals: Average age of Gen 2 engines in service is below 8 years >60% of Gen 2 engines have never had a shop visit 2007 2010 2013 2016 2019 2022 2025 2028 Most spare parts consumption is generated in the first 18-20 years of operation Reaping the benefits of CFM56 success 14
Capital allocation Technological differentiation through R&D R&D spending peaked in 2014 and will continue to decline during period of the plan Discipline in sustaining engineering New opportunities to be selected under strict conditions Capital Expenditure to support growth CAPEX peaking in 2016 stabilization at a lower level going forward New products ramps, production rate increases, international footprint Growing cash returns to shareholders Confirming 40% pay out ratio for dividend distribution going forward Acquisitions In core activities only Under strict conditions of IRR and implicit rating 15
Capital allocation In M 2,000 2000 R&D spending 2,100M In M 1000 1,000 CAPEX spending 1,500 1500 Total R&D effort 1,356M 1,000 1000 500 500 Total self-funded R&D 495M Capitalized R&D 0 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016e2017e2018e2019e2020e 0 2015 2016e 2017e 2018e 2019e 2020e Sustained R&T for the long term Decrease of development spending as programs EIS Self funded R&D trending towards 1bn Expensed R&D peaking in 2017 Supporting LEAP ramp up Production rate increases (A320, 737, A350, 787) Production capacity (carbon) Strict investment criteria Trending towards 3% of sales by 2020 16
Capital allocation 2016-2020 trends Bn WC Realized 2011-2015 Growth in cash from operations (CFO*) CFO* Trend 2016-2020 Higher working capital (WC) Lower capitalized R&D and CAPEX after 2016 CFO* WC (0.1) R&D** CAPEX R&D** CAPEX FCF conversion rate: above 40% in 2016 to average 50% over 2016-2020 10.2 (6.6) FCF FCF Dividend paid (2011-2015) More FCF generation offering increased headroom 3.5 (2.1) Net debt: (0) Dec 31, 2010 Net debt: (0.7) Dec 31, 2015 * Including expensed R&D ** Capitalized R&D 17
2016 2020 financial ambition Revenue target above 21 billion in 2020 Assuming average spot rate of USD 1.11 to the Euro in 2016 and 1.12 over 2017-2020 Recurring operating margin trending above 15% in 2020 Including benefits of medium-term FX hedging policy EBIT to Free Cash Flow conversion averaging 50% over 2016-2020 Subject to customary elements of uncertainty on the timing of downpayments and the rhythm of payments by certain state customers Future opportunities will be evaluated on their merits and investments decided as appropriate 18
Fx hedging: benefiting margins over 2016-2019e /$ hedge rate 1.4 1.35 Estimated impact on recurring operating income of targeted /$ hedge rates 800 700 EBIT impact vs previous year (in M) 1.3 600 1.25 1.2 1.25 1.24 1.22 1.20 1.20 500 400 1.15 1.1 1.17 Up to 250M 1.15 300 200 1.05 1 Up to 100M 50M 50M 100M 100M 2015 2016E 2017E 2018E 2019E 250M to 500M of tailwind over 2016-2019e 100 0 19
Definition Civil aftermarket (expressed in USD) This non-accounting indicator (non audited) comprises spares and MRO (Maintenance, Repair & Overhaul) revenue for all civil aircraft engines for Safran Aircraft Engines and its subsidiaries and reflects the Group s performance in civil aircraft engines aftermarket compared to the market. 20
Disclaimer The forecasts and forward-looking statements described in this document are based on the data, assumptions and estimates considered as reasonable by the Group as at the date of this document. These data, assumptions and estimates may evolve or change as a result of uncertainties related in particular to the economic, financial, competitive, tax or regulatory environment. The occurrence of one or more of the risks described in the registration document (document de référence) may also have an impact on the business, financial position, results and prospects of the Group and thus affect its ability to achieve such forecasts and forward-looking statements. The Group therefore neither makes any commitment, nor provides any assurance as to the achievement of the forecasts and forward-looking statements described in this document. 21