Investor Day Isbergues November 26, 2014 Sandeep Jalan Chief Financial Officer Aperam 0
Disclaimer Forward-Looking Statements This document may contain forward-looking information and statements about Aperam and its subsidiaries. These statements include financial projections and estimates and their underlying assumptions, statements regarding plans, objectives and expectations with respect to future operations, products and services, and statements regarding future performance. Forward-looking statements may be identified by the words believe, expect, anticipate, target or similar expressions. Although Aperam s management believes that the expectations reflected in such forward-looking statements are reasonable, investors and holders of Aperam s securities are cautioned that forward-looking information and statements are subject to numerous risks and uncertainties, many of which are difficult to predict and generally beyond the control of Aperam, that could cause actual results and developments to differ materially and adversely from those expressed in, or implied or projected by, the forwardlooking information and statements. These risks and uncertainties include those discussed or identified in Aperam s filings with the Luxembourg Stock Market Authority for the Financial Markets (Commission de Surveillance du Secteur Financier). Aperam undertakes no obligation to publicly update its forward-looking statements or information, whether as a result of new information, future events, or otherwise. 1
Market recent evolution and prospect 2
Market recent evolution and prospect Despite positive evolution in the first semester, the nickel price instability keeps the stainless steel market under pressure Nickel - LME Cash (USD/t) Chinese versus European CR 304 2B 2mm coil transaction price 3,500 35,000 5,000 30,000 4,500 3,000 Source: SBB Price increase was initiated in 2014 Chinese prices in USD/t (LHS) European prices in EUR/t (RHS) but movement was halted under the pressure of imports and recent sharp nickel price decrease 4,000 2,500 3,500 3,000 2,000 2,500 1,500 2,000 3 Dec 07 Mar 08 Jun 08 Sep 08 Dec 08 Mar 09 Jun 09 Sep 09 Dec 09 Mar 10 Jun 10 Sep 10 Dec 10 Mar 11 Jun 11 Sep 11 Dec 11 Mar 12 Jun 12 Sep 12 Dec 12 Mar 13 Jun 13 Sep 13 Dec 13 Mar 14 Jun 14 Sep 14 Nov 14 25,000 20,000 15,000 10,000 Jan 08 Apr 08 Jul 08 Oct 08 Jan 09 Apr 09 Jul 09 Oct 09 Jan 10 Apr 10 Jul 10 Oct 10 Jan 11 Apr 11 Jul 11 Oct 11 Jan 12 Apr 12 Jul 12 Oct 12 Jan 13 Apr 13 Jul 13 Oct 13 Jan 14 Apr 14 Jul 14 5,000 Nov 14 NPI new cost floor still under evolution but higher than last year USD12-14k
Market recent evolution and prospect European demand improving but still under pressure Stainless steel base price in South Europe for CR 304 2B 2mm coil (USD/t) Stocks of flat stainless steel in EU-27 for distribution 2,050 340 1,850 320 1,650 Customers have replenished their inventories during the first semester supporting the apparent demand. The second semester 2014 is impacted by customers' destocking 300 280 260 240 220 200 180 6 month of destocking 4 Sep 2008 Dec 2008 Mar 2009 Jun 2009 Sep 2009 Dec 2009 Mar 2010 Jun 2010 Sep 2010 Dec 2010 Mar 2011 Jun 2011 Sep 2011 Dec 2011 Mar 2012 Jun 2012 Sep 2012 Dec 2012 Mar 2013 Jun 2013 Sep 2013 Dec 2013 Mar 2014 Jun 2014 Jul 2014 1,450 1,250 1,050 Dec 07 Mar 08 Jun 08 Sep 08 Dec 08 Mar 09 Jun 09 Sep 09 Dec 09 Mar 10 Jun 10 Sep 10 Dec 10 Mar 11 Jun 11 Sep 11 Dec 11 Mar 12 Jun 12 Sep 12 Dec 12 Mar 13 Jun 13 Sep 13 Dec 13 Mar 14 Jun 14 Sep 14 Nov 14 850 Source: SBB, Eurofer Base price decreases in second semester of 2014 are also partly resulting from a weaker Euro
Market recent evolution and prospect Aperam has been continuously delivering EBITDA margin of Aperam and base price evolution (USD/t) Identified EBITDA drivers Q4 2010 vs Q3 2014 proforma (USDm) 400 350 300 250 200 150 100 50 0 Q4 2010 Q1 2011 Q2 2011 Q3 2011 Q4 2011 Aperam - LHS Q1 2012 Q2 2012 Q3 2012 Q4 2012 Q1 2013 Q2 2013 Q3 2013 Q4 2013 Q1 2014 Q2 2014 Q3 2014 CR European base price - RHS 1,500 1,450 1,400 1,350 1,300 1,250 1,200 1,150 600 500 400 300 200 100 0-100 Q4 2010 annualised Base price impact Electricity gain Leadership Journey Top Line strategy Q3 2014 annualised The Leadership Journey and the Top line strategy have continuously demonstrated their positive contribution Source: SBB, Aperam 5
Aperam performance 6
Aperam performance Key pillars of the Leadership Journey Leadership Journey initiatives Core Pillars Key projects completed since beginning of 2011 Restructuring Investments projects Performance Enhancement projects Launched at the early stage of the program, the restructuring initiatives are focused on the closure of non-competitive capacities and the reduction of fixed costs through, in particular, process simplification In parallel to the restructuring initiatives, major cost cutting investments have been launched with the goal to improve the industrial footprint and to reduce the number of tools. Reinforcing the existing continuous improvement program, several performance projects have been launched in order to accelerate cost reduction. In particular, specific action plans focussing on sourcing, IT and SG&A In Brazil, VSS*, switch from LPG to natural gas and conversion of blast furnace number 2 from coke to biomass. In Europe, - Suspension of traditional cold roll mill in Isbergues - Completion of the new hot annealing and pickling line in Gueugnon - Industrial optimization and rationalization (from 29 to 17 tools) In Services & Solutions, Service Center expansion in Campinas Alloys & Speciality, completion of the Imphy meltshop enhancement Closure of Firminy (Precision) Contribution of a total amount of USD 415 million to EBITDA since the beginning of 2011 *VSS Voluntary Separation Scheme 7
Aperam performance USD415m of solid Leadership Journey gains captured Cumulated gains (USD million) Productivity evolution, average 450 10,500 500 400 350 300 250 200 150 100 50 0 USD475m of recurring savings targeted by end 2015, including additional USD60m of gains * Full time equivalent excluding Bioenergia ** Quarterly average Q1 2011 Q2 2011 Q3 2011 Q4 2011 Q1 2012 Q2 2012 Q3 2012 Q4 2012 Q1 2013 Q2 2013 Q3 2013 Q4 2013 Q1 2014 Q2 2014 Q3 2014 10,000 9,500 9,000 8,500 8,000 7,500 Q4 2010 2011 2012 2013 2014 Number of employees* (LHS) Shipments** in kt (RHS) 450 400 350 300 250 200 150 100 50 0 8
Aperam performance Aperam s know-how to combine Top Line strategy with Leadership Journey to further enhance its profitability level Aperam s strategic plan process 1 A commercial plan to optimize & monitor the product mix 1. Optimize product mix 2 A cost reduction program to increase the competitiveness of the mill 4. Skills & Communication Increase Customer Satisfaction Quality & Service 2. Improve mill s competitiveness 3 4 Optimization of mill s volume to better absorb fixed costs A communication program to facilitate the adhesion and buyin of the personnel and a competency plan to prepare the future 3. Optimize mill s volume The plan is viewed as a whole with the 4 projects being interdependent to achieve better financial results. From assets competitiveness to product and service differentiation 9
Aperam performance New projects underway as part of Leadership Journey Genk CAP2* upgrade Gueugnon CAP10* upgrade Timoteo - Sendzimir Mill #1 upgrade Upgrade of Motors, drives and accumulators of CAP2*, which is the most competitive and critical facility oriented towards capital goods market Enhancement of reliability, productivity and cost competitiveness Debottlenecking by increasing the power of the furnace and boosting the efficiency of the pickling. Enhancement of reliability, productivity and cost competitiveness Upgrade of electrical equipments and controls for Sendzimir Mill #1, focusing on high quality and thinner materials and increasing rolling speed Enhancement of reliability, productivity and cost competitiveness As part of the Leadership Journey, debottlenecking of the downstream facilities in Genk, Gueugnon and Timoteo for a capex of USD25m, aiming at enhancing reliability, productivity and cost competitiveness * Cold Annealing and Pickling line 10
Aperam performance New projects underway as part of Top Line strategy and Leadership Journey A&S Division (Imphy - Wire Rod mill) HGO project Capex: USD10m Capex: USD17m Imphy is presently a cost leader on Nickel Alloys Wire Rods, due to a unique integration of melt shop, continuous caster and hot rolling mill. Project aims at debottlenecking of the finishing line of Imphy Wire Rod Hot rolling mill and aims at further improving competitiveness and product portfolio for Alloys & Specialties Division. Produce High Permeability Grain Oriented (HGO) Electrical Steel to meet the growing Brazilian demand. Simplify Grain Oriented (GO) Electrical Steel production process and improve cost competitiveness for all production of GO / HGO production. As part of Top Line strategy and Leadership Journey, simplification of production process in Imphy Wire Rod Mill and GO Electrical Steel Rolling Mill in Timoteo, aiming at enhancing top line and cost competitiveness 11
Aperam performance Solid recovery on EBITDA with focus on sustainable margins EBITDA evolution EPS improvements 500 400 300 200 100-2010 2011 2012 2013 9M 2014 12% 10% 8% 6% 4% 2% 0% EPS Ytd September 2014 at USD 0.97/share. Depreciation base reduced to USD 240m USD 250m / year range (a reduction of about USD 50m / year) pursuant to review of remaining useful life of Assets. Interest costs should improve arising out of recent debt restructuring and rating improvement Recent weakening of Euro and BRL helps to further reinforce Aperam cost competitiveness EBITDA, USDm - LHS EBITDA margin, % - RHS 2014 EBITDA margin at record level since 2008 12
Balance sheet and financing 13
Balance sheet and financing Working capital and investments under control Working capital evolution Capex evolution, in USDm 1,400 1,200 1,000 800 600 400 200 80 75 70 65 60 55 50 45 40 35 300 250 200 150 100 50 0 30 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 2011 2011 2011 20112012 2012 2012 2012 2013 2013 2013 2013 2014 2014 2014-2007 2008 2009 2010 2011 2012 2013 9M 2014 Maintenance Capex at full capacity Working capital in USDm - LHS Rotation days - RHS Maintenance Capex after capacity adjustment Active best in class working capital management and disciplined CAPEX 14
Balance sheet and financing allowing strong cash generation and net debt reduction Cumulated net cash provided by operating activities (USD million) Quarterly net debt of Aperam evolution (USD million) 1,200 1,150 1,000 1,050 800 950 600 400 200 0 Q3 2011 Q4 2011 Q1 2012 Q2 2012 Q3 2012 Q4 2012 Q1 2013 Q2 2013 Q3 2013 Q4 2013 Q1 2014 Q2 2014 Q3 2014 Nearly USD 1 billion of operating cash-flows generated since mid 2011 in a challenging environment Net debt by year end targetted to reduce by 50% since mid 2011 850 750 650 550 550 Q2 2011 Q3 2011 Q4 2011 Q1 2012 Q2 2012 Q3 2012 Q4 2012 Q1 2013 Q2 2013 Q3 2013 Q4 2013 Q1 2014 Q2 2014 Q3 2014 Q4 2014 15
Q2 2013 Q3 2013 Q4 2013 Q1 2014 Q2 2014 Q3 2014 Balance sheet and financing A solid and stable balance sheet Net debt and working capital levels (USDm) Net gearing, in % 1,400 50% 1,200 40% 1,000 800 30% 600 20% 400 200 10% 0% A net debt lower than working capital and very stable gearing 16 Q4 2010 Q1 2011 Q2 2011 Q3 2011 Q4 2011 Q1 2012 Q2 2012 Q3 2012 Q4 2012 Q1 2013 - Q4 2010 Q1 2011 Q2 2011 Q3 2011 Q4 2011 Q1 2012 Q2 2012 Q3 2012 Q4 2012 Q1 2013 Q2 2013 Q3 2013 Q4 2013 Q1 2014 Q2 2014 Q3 2014 Net debt Working capital
Balance sheet and financing Diversified and improved funding structure Total debt and available lines breakdown as of September 30, 2014 [1] Debt maturity profile (USD million) as of September 30, 2014 [1], [2] High Yield Bonds BBF* & other debts 700 600 500 400 300 200 100 Convertible Bonds - 2014 2015 2016 2017 2018 > 2019 Gross debt Line of credit available Diversified debt structure and liquidity of USD550m A well optimized debt maturity profile allowing good liquidity and flexibility [1] Taking into account the repayment of the High Yield Bond 2016 completed in October 1st, 2014. [2] Assuming convertible bonds 2017 & 2019 reimbursement * Borrowing Base Facility of USD400m (fully unutilized as of 30 Sep 2014) 17
Balance sheet and financing Debt restructuring and rating improvement Debt restructuring actions in 2014 Rating & Outlook Convertible Bond Ornane of USD300m issued in June 2014 at coupon of 0.625% and premium of 32.5% Standard & Poor s (7 November 2014): Rating upgrade from B+ to BB- with stable outlook Aperam has delivered consistently as planned under its cost savings program BBF reduced by half during 2014 to USD400m High Yield Bonds of USD250m with coupon of 7.375%, maturing in 2016 reimbursed as of 1st October 2014 Aperam's strong operating performance has nevertheless driven down its leverage, prompting us to revise our assessment of its financial risk profile to "significant" from "aggressive. Moody s (14 November 2014): Rating upgrade from B1 to Ba3 with positive outlook Net debt reduction target enhanced to USD550m in Q2 2014 Earnings Release Aperam will be able to continue to improve both its EBIT and EBITDA margins Significant operational improvement will be sustained by the gains realized through Leadership Journey. Aperam expects strong improvement in its cost of debt Source: Moody s, Standard & Poor s, Aperam 18
Balance sheet and financing Ranking Enterprise Value ranking (USD million)* Net debt level ranking* 6,000 1,000 5,000 200% 5,000 4,000 3,000 800 600 4,000 3,000 150% 100% 2,000 400 2,000 1,000 200 1,000 50% - Competitor 1 Competitor 2 Competitor 3 Aperam - - Q4 2013 Q3 2014 Q4 2013 Q3 2014 Q4 2013 Q3 2014 Q4 2013 Q3 2014 Aperam Competitor 3 Competitor 2 Competitor 1 0% Market capitalization Net debt EBITDA 9M 2014 Net debt in USDm (RHS) Gearing in % (LHS) Aperam relative ranking is distinctive * at the end of September 2014 19
Balance sheet and financing Next step on deployment of cash-flow Plan 2013-2014 Reduce Net Financial Debt to USD 550 m Future options Reduce further Net Debt Dividends Growth We remain focused on year end Net Debt Target of USD550m, towards objective of a stronger Balance Sheet. Board will examine future options to best optimize shareholders return, once this target is realized. 20
Summary scorecard 21
Summary scorecard Commitment to Aperam s strategy Progress until September 2014 Medium term targets Profitability EBITDA USD430m, highest since 2008, more than double of Ytd Sep 2013 EBITDA margin at 10.2% Positive EPS of USD0.97, first year since spin-off Continued focus on sustainable margins with the Leadership Journey and the Top Line strategy Leadership Journey USD415m of recurring savings realized until end Sep 2014 USD475m of recurring savings by end 2015, including additional USD60m of gains compared to end of september 2014 Top Line strategy Expansion of high value added products with more specialities & niches Further continued enrichment of product portfolio with innovation and R&D Debt control Net debt reduced by USD100m to USD591m Debt restructuring with Convertible Bond Ornane USD300m and BBF* reduced by half to USD400m Rating improvement to BB- (stable outlook) and Ba3 (positive outlook) Net debt target USD550m by end 2014, at half of USD1,107m in mid 2011. Further continued focus on cash generation and strong balance sheet A new Leadership Team committed to Aperam s sustainable results * Borrowing Base Facility 22
Q&A 23