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CORPORATE
UPDATE
ALEXANDRE L’HEUREUX
PRESIDENT & CEO
EMPLOYEES
Cohesive and
engaged
leadership
Superior technical
expertise
Trusted advisors
3
Top player
Leading global professional
services firm (no construction risk)
Positioned in right sectors and geographies
CLIENTS
Long-standing
customer
relationships
Solid
Blue-Chip client
base
GROWTH
STRATEGY
Solid and well-
defined strategy
Proven track
record
COMPETITIVE
POSITIONFINANCIALS
Consistent financial
performance
Solid balance
sheet
Focused on
continued
optimization
STRONG PLATFORM FOR SUSTAINED GROWTH TRANSLATES INTO SHAREHOLDER VALUE
INITIAL CEO THOUGHTS
4
WE HAVE BUILT A DIVERSIFIED GLOBAL FIRM
US
6,670
CANADA
8,200
CENTRAL &
SOUTH AMERICA
1,185
NORDICS
4,200
CONTINENTAL
EUROPE
670ASIA
3,650
UK
5,230
SOUTH
AFRICA
800MIDDLE EAST
INDIA
1,800
AUSTRALIA
NEW ZEALAND
2,220
ASIA
3,480
5
OUR DIVERSIFIED PLATFORM
SUPPORTS OUR STRATEGY
18%CANADA
14%APAC
38%EMEIA
30%AMERICAS
47%TRANSPORTATION AND
INFRASTRUCTURE
7%ENVIRONMENT
31%PROPERTY AND
BUILDINGS
15%INDUSTRIAL
AND ENERGY
BY MARKET
SEGMENT
BY
GEOGRAPHIC
AREA
INDUSTRIAL 7%
POWER & ENERGY 4%
OIL & GAS 3%
MINING 1%
Based on 2015 net revenues
6
CONSISTENT NET REVENUES** GROWTH
* Mid-point of 2016 guidance provided by the Company
** Non-IFRS measures
1,020.1
1,677.2
2,349.9
4,486.84,750.7
12 13 14 15 TTM Q2 16 16E*
4,850.0
7
ADJUSTED EBITDA AND
ADJUSTED EBITDA MARGINS**
125.4
180.6
253.5
441.5466.7
490.0
12.3%
10.8%
10.8%
9.8%
9.8%10.1%
2012 2013 2014 2015 TTM 2016 2016E*
Adjusted EBITDA Adjusted EBITDA margin
* Mid-point of 2016 guidance provided by the Company
** Non-IFRS measures
Impact
of WSP
acquisition
Impact
of PB
acquisition
8
GLOBAL LEADERSHIP TEAM TO DRIVE
GLOBAL INITIATIVES AND GROWTH
PRESIDENT & CEO
COUNTRIES/REGIONS
Canada, US, UK, Nordics, Asia,
Australia/NZ
CORPORATE SERVICES
CFO, COO,
CLO, CCSO
GLOBAL SECTORS
Global Buildings
Global Infrastructure
Global Energy/Resources
CLIENTS
Quantitative and
qualitative research
Competitor analysis
Brand positioning
Engagement
EMPLOYEES
Focus groups
Talent management
Development
Attract and retain
Mobility
Culture and values
GROWTH
Investments in operations
Organic growth
Margin improvement
M&A
9
We will focus on revenue growth, while continuing to increase our geographic
presence and expertise, via organic growth initiatives and acquisitions
POSITION THE ORGANIZATION FOR THE NEXT PHASE OF ITS
GROWTH
ORGANICGROWTH
OPERATIONAL EXCELLENCE
1
11
ECONOMY
ATTRACTIVE END
MARKETS
ORGANIC GROWTH
COLLABORATION
GLOBAL EXPERTISE
M&A
OPERATIONAL
EXCELLENCE
MARGIN IMPROVEMENT
WELL DEFINED
GROWTH STRATEGY
12
ECONOMY: ATTRACTIVE END MARKETS
Governments massively
investing in infrastructure
to support the economy
CANADA$CAD120 billion infrastructure program
UNITED STATES$US 305 billion FAST Act
SWEDEN SEK 522 billion between 2014-2025 for
infrastructure projects
UKNational Infrastructure Delivery Plan.
Over £100 billion in infrastructure by 2021
AUSTRALIA> $AUS 50 billion infrastructure investments
13
ORGANIC GROWTH:
COLLABORATION AND
GLOBAL EXPERTISE
◆ Cross-selling between business
services
◆ Increased net revenues per technical
employees
◆ CEO funds for Global initiatives
◆ Global networks (56 practice area
networks)
◆ Invest in global talent, recruitment &
training databases
INCREASED ACCESS TO
ALTERNATIVE DELIVERY PROJECTS
(P3/DB)
14
OPERATIONAL
EXCELLENCE: MARGIN
IMPROVEMENT
◆ Improved project management
◆ Increased utilization rates including right-sizing
◆ Leverage our low cost bases (India)
◆ Reduced office space (RSF) by 5% in 2015 and act on additional consolidation opportunities
◆ IT infrastructure consolidation
◆ Audit fees & professional insurance premiums reduced by approximately 30%
◆ Regional shared services initiatives
◆ Reduce overall global corporate costs
CONTINUED M&A FOCUS
2
16
A WELL DEFINED M&A STRATEGY
SKILLS
ENHANCEMENT
GEOGRAPHICAL
EXPANSION
WE WILL CONTINUE TO
ENHANCE OUR SKILLS
17
BUILDINGSTRANSPORTATION INFRASTRUCTURE ENVIRONMENT
OIL AND GASPOWER AND
ENERGY
INDUSTRIAL MINING
CORE SECTORS
OPPORTUNISTIC DEVELOPMENT
WE WANT TO CONSOLIDATE AND EXPAND
OUR CORE SECTORS IN ALL OF OUR REGIONS
WE WILL CONTINUE TO PERFORM
ACQUISITIONS IN TARGETED GEOGRAPHIES
18
SUBSCALE IN
CERTAIN
SECTORS
EXPANDING
GEOGRAPHICALLY
EXPANDING
GEOGRAPHICALLY
ADDING SPECIFIC
EXPERTISE
SUBSCALE IN
CERTAIN
SECTORS
OUR M&A CRITERIA
19
Share our vision and corporate culture
Strong portfolio of projects and client base
Successful and respected in their fields
Complementary activities and services
Performing and accretive companies
Reasonable valuation
20
YEAR TO DATE ACQUISITIONS
DITEC
Mexico
Structural engineering
50 employees
PTS
Finland
Project management in buildings
20 employees
PRD KONSULT
Sweden
Power and energy
25 employees
◆ Financed using balance-sheet
◆ Additional skill-sets within our network
◆ New geographies
SCHLUMBERGER
Water division - Chile, Peru
Water
250 employees
CRC
US
Cogeneration
10 employees
21
0.8
0.6
1.81.7 1.7
12 13 14 15 Q2 16*
◆ $US 1.4 billion credit facility
◆ Adjusted EBITDA growth and
strong free cash flow
◆ Continued support from the
capital market
* Adjusted for TTM acquisitions
THE RIGHT LEVERAGE PROFILE TO
SUPPORT GROWTH STRATEGY
CONCLUSION
3
23
2016 OUTLOOK
Net revenues* Between $4,600 million and $5,100 million
Adjusted EBITDA* range Between $465 million and $515 million
Seasonality and adjusted EBITDA*
fluctuations
Q1: 16% to 18%1 )
Q2: 24% to 26%
Q3: 31% to 33%
Q4: 28% to 30%
Tax rate 26% to 28%
DSO* 80 to 85 days
Amortization of intangible assets related to
acquisitions$75 to $80 million
Capital expenditures* $115 to $125 million
Net debt to adjusted EBITDA* 1.5x to 2.0x
Acquisition and integration costs* Between $15 million and $25 million 2)
* Non-IFRS measure.
1) The first quarter of 2016 has 2 less billable days than the first quarter of 2015.
2) Due mainly to the MMM acquisition completed in Q4 2015 and anticipated additional real estate related integration
costs pertaining to the transformational Parsons Brinckerhoff acquisition in Q4 2014.
24
REGIONAL TRENDS
UNITED STATESPositive impact of the FAST Act
MIDDLE EASTImpact of low
O&G prices
AUSTRALIAGovernment investment in infrastructure
Transportation is the fastest growing
of all our businesses
CANADAImpact of low O&G prices
Focus on integration and optimization
Federal infrastructure program fully effective
in 2017 and beyond
CENTRAL AND
SOUTH AMERICAMultiple P3 projects
NORDICSPositive and growing outlook
ASIASlowdown in mainland China
Pursuing outbound investment
opportunities
UKExpected investment in
infrastructure
25
2017 ASSUMPTIONS
OPPORTUNITIES RISKS
26
REAFFIRMING OUR 2015-2018
STRATEGIC PLAN
45,000EMPLOYEES
CLIETS
CLIENTSOPERATIONAL
EXCELLENCEGROWTH
10%OF OUR REVENUES
FROM GLOBAL
CLIENTS
11%EBITDA MARGIN
> 100%CASH FLOW/NET INCOME
< 85 DAYSDAYS SALES
OUTSTANDING (DSO)
$ 1.3BTHROUGH ACQUISITIONS
5%ANNUAL ORGANIC GROWTH
$6.0BNET REVENUES
EMPLOYEES
27
IN SUMMARY
Diversified business model with full service capabilities
◆ Leadership positions in attractive end markets
◆ Right customers
◆ Solid expertise
◆ No construction risk
Solid financial position
◆ Recurrent revenue and strong cash flow generation
◆ Strong balance-sheet
◆ Ability to increase margins
Well-defined growth strategy
◆ Good organic growth opportunities
◆ Proven acquisition strategy and ability to integrate strategic acquisitions
QUESTIONPERIOD
?
29U.S. OPERATIONS
NOTES
30U.S. OPERATIONS
NOTES