Midea Group IR presentation

Transcription

1 Midea Group IR presentation

2 Corporate Snapshot 2

3 Milestones Successful transition into a multi-product and global industry leader 3

4 Return to Shareholders Stable dividend distribution to shareholders every year RMB Bn 4

5 Overview Leading Technology Group in consumer appliances, HVAC, robotics and automation systems FY 2015 $22 billion Revenue Export to 200+ Countries/Regions Ranked 481 st Fortune 2016 Credit ratings A-/A3/A- S&P/Moody s/fitch # 1 Global Home Appliances Player by Revenue Market Cap and rankings FY 2015, US$ Bn 2015 Revenue, US$ Bn Market cap: ~ RMB 200bn + Ranking among A-share companies: 26 Ranking among A-share companies (excl. financial and energy companies):4 Ranking among Shenzhen stock exchange: 2 5

6 Product Portfolio General SDA Products Kitchen Appliances Major Domestic Appliances Residential A/C Commercial A/C Rice Cooker Kettle Hood Electric Oven Side by Side Refrigerator French Doors Refrigerator Split A/C Chillers Range Cooktop Standing A/C VRF Heater Juicer Microwave Freezer In-line Water Heater Movable A/C Roof-top Fan Water Purifier Dish Washer Smart Washing Machine Washing Machine Central A/C System Mini VRF Key Components Vacuum Cleaner A/C and REF Compressor Electric Motor HVAC and Appliance Motor Magnetron Electronic Controller U.S. Ducted Robotics & Industrial Automation 6

7 Market Position Induction Cooker Microwave Oven Pressure Cooker Rice Cooker Kettle Water Purifier Residential AC Washer Water Heater Vacuum Cleaner Refrigerator Hoods Gas Stove No.1 No.2 No.1 No.1 No.1 No.1 No.2 No.2 No.3 No.3 No.2 No.3 No.3 7

8 Turnover Breakdown HVAC account for close to half of revenue; international sales account for over 40% Small appliances, 28% Motor, 3% Logistics, 1% Air conditioner, 48% Outside of China, 44% Wash machine, 10% Refrigerator, 9% 2016H1 Main Business Turnover Breakdown Inside China, 56% Unit: RMB Bn Source: 2016 Semi-Annual Report 8

9 Manufacturing Footprint Inside / Outside of China: 17 / 12 production facilities; ~90,000 / ~15,000 employees Commercial AC Italy (1) Belarus (1) Microwave, Stoves China (17) Residential AC, Commercial AC, Refrigerators, Microwaves, Stoves, Ovens, Disinfection cabinets, Small Appliances, Compressors, Motors Lighting Washing machines, Vacuum Cleaners, Water Heaters Brazil (2) Japan (2) Vietnam (1) Rice Cooker, Fan, Induction Cooker Residential AC, Commercial AC Argentina (1) Residential AC Egypt (1) Residential AC, Commercial AC Saudi Arabia India (2) Residential AC Residential AC, Washing Machine, Refrigerator, Rice Cooker, Fans Thailand (1) Refrigerator, Wash Machine, Rice Cooker, Microwave Oven In addition, KUKA has 15 manufacturing sites and 12,300 employees worldwide, including 2 sites and over 1,000 employees in China 9

10 Corporate Governance 10

11 Management Handover A family enterprise managed by professional managers In 2012, professional manager team came on board In 2013, Midea Group launched IPO Hongbo Fang (Paul) Chairman & President Joined Midea in 1992 Prior to IPO Midea Holding Strategic Investors Management 59.85% 21.15% 19.00% Bitong Yin (Berton) VP & & GM of Residential AC Joined in 1999 Yanmin Gu (Andy) VP Joined in 2000 Fengtao Zhu (Frank) VP & GM of Kitchen Appliances Joined in 1993 Feide Li (Fred) VP & Head of Operations Joined in 1999 Midea Group SDA Motor Logistics Issue Shares Share swap Shareholders of Midea Electric 41.17% 58.83% Midea Electric (List Co) Ziqiang Hu (Zack) VP & Chief of Central Research Joined in 2012 Jinliang Wang (Kim) VP & Head of Domestic Marketing Joined in 1995 After IPO Midea Holding Strategic Investors Management 35.49% 12.54% 11.27% Others 40.70% Mingguang Xiao (Peter) CFO Joined in 2000 Peng Jiang (Galen) Board Secretary Joined in 2007 Midea Group (List Co) Board composition: 4 executive + 2 non-executive + 4 independent SDA Motor Logistics Midea Electric 11

12 Residential AC Kitchen Appliances Toshiba Lifestyle (TLSC) Laundry Refrigerator Commercial AC Living Appliances Environmental Appliances Water Heater Parts & Components KUKA Organizational Chart 10 Business Units + 8 Platforms + Corporate Functions = Great Synergies Financing Platform Midea Group International Business Platform Procurement Platform E-commerce Platform Logistics Platform Central R&D Institute Service Platform 10 Business Units + KUKA M-Smart Institute 12

13 Incentive Schemes Clear Shareholding Structure & long-term incentive plans Strategic Investors 4% Management 4% Share Option Plan Three terms of share option plans for employees. Accumulatively account for 6% of TSO. Majorly management in R&D and manufacturing. Controlling Shareholder 36% Midea Group Other Shareholders 56% Partners Program Two terms of Partners Program (ESOP) For key senior management. From professional managers to business partners. 13

14 Strategic Transformations 14

15 Key Financial Changes Significant margin improvement and strong cash generation capabilities Change Revenue (RMB Bn) % Net Earnings (RMB Bn) % Net Cash / Debt (RMB Bn) * Bn Cash flow from Operating Activities (RMB Bn) % Revenue per employee (RMB Mn) % Number of Employees ( 000) % Net Asset (RMB Bn) ** % * The calculation of Net Cash here includes Notes Receivable. ** In addition, the dividend paid to the shareholders of the list company and JV partners amount to RMB 18Bn in total in the last five years. 15

16 Strategic Focuses Strategic focuses shifted to Products, Efficiency, and Globalization Leading Products Focus on consumer-centric; improve product competitiveness Increase investment in R&D and innovation Spin off loss-making product categories; improve product mix Efficiency Driven Global Operation Launch 632 IT project to standardize and streamline process Invest on automation of factories Promote Just-in-time manufacturing and destocking initiatives Consolidate business support to 6 platforms to create synergies Set up International Business Platform (MIB) HQ globalization, subsidiaries localization Business model from OEM to OBM Joint Ventures, Mergers & Acquisitions 16

17 Technology & Innovation Top Global Innovator with increased R&D expenses, personnel and centers 17

18 Efficiency Driven Investment on automation & IT; reduction on overcapacity, inventory, leverage Investments Reductions RMB 7Bn on factory automation RMB 2Bn on 632 IT project Product categories: SKU: >4,000 2,000 Inventory: 16 10Bn RMB Loan: Bn RMB Lean organization, lean manufacturing, made to orders (T+3 model) 18

19 Globalization To achieve global allocation of capital and global operations OEM OBM Midea International Business ( MIB ) A management platform with corporate functions Functional Brand Emotional Brand Aspirational Brand An interface between HQ and overseas subs A Special Economic Zone within Midea Group 15 nationalities of less than 100 employees Proven Partner with Leading Global Brands Strategic JV with Little Swan, OEM business JV cooperation in China, India, Egypt, Philippines and South America JV cooperation in HVAC and compressors HQ Globalization Subsidiaries Localization JV cooperation in China with Bosch Thermotechnology JV cooperation in China with Yaskawa on robotics 94.55% Stake in Kuka and cooperation in robotics Global standardization Local Differentiation Joint development with Siix on electronic controllers JV cooperation on Commercial Ac JV cooperation in Belarus 19

20 Recent Transactions Midea + Toshiba Acquisition of 80.1% stake in the home appliances businesses of Toshiba with a consideration of c.us$500 million Being licensed to use the Toshiba brand worldwide for 40 years; Obtained over 5,000 IP assets 美的以 5 亿美元, 受让 Significant synergies in brand, channels, R&D, supply chain, etc. Midea + Clivet Acquisition of 80% stake in Clivet, a European leading company based in Italy Improve market share on the European as well as global markets Significant synergies in in product offerings, market presence, supply chain, manufacturing and technologies Midea + KUKA Launched a voluntary tender offer at EUR115 in cash per KUKA share; Total consideration amounts to be approximately EUR 3.7Bn 81.04% of shares tendered, plus the 13.51% shares acquired by Midea prior to the takeover offer, results in a total of 94.55% of all issued shares of KUKA In line with Midea Smart 2 Strategy Closed on 30 June 2016 Closed on 31 October 2016 Closed on 6 January

21 Future Strategies Existing business Leading Products strategy New geographic expansion Focusing on strategic markets New business Building, security, B to B business 21

22 Midea Corporate Strategy Continuous Transformation Smart 2 Strategy Leading Positions Intelligent Products Globalized Business Smart Home Smart manufacturing Leading Products Leading Enterprise Leading Platform HVAC Home Appliance Automation Robotics Components New Fields (Building Solution, Water Treatment, etc.) Overarching platform underpinned by big data, services and ecosystem Supported by infrastructure seamlessly incorporating logistics, finance and customer service platforms 22

23 Midea Automation Platform Strategy Industrial / Logistics Automation Service Robotics Software / Systems Enterprise Software Cloud & Big Data Servicebased Business Model Software Ecosystem Hardware / Product Design + Cobots Medium-sized Large-sized Industry Applications Current Industry Focus Increased General Industry Penetration Joint Investment/Development Area Components Future Investment/Development Area 23

24 Automotive Aerospace Electronics Consumer Goods Metal Industry Logistics/ E- Commerce Healthcare Service Robotics KUKA Overview 2015 Revenue: 3BN 2020 Revenue: 4-4.5BN KUKA Robotics 2015 Revenue (1) : 910MM 2015 EBIT (1) : 100MM Industries KUKA Systems 2015 Revenue (1) : 1472MM 2015 EBIT (1) : 115MM Systems Product Cell Solution Swisslog 2015 Revenue (1) : 621MM 2015 EBIT (1) : (46)MM Industrial Robotics Service & Medical Robotics Technical Solutions Reis Automotive Aerospace Warehouse Logistics Healthcare Robotics Expertise Integrated software solutions and modular product platform Application and Industry Expertise Serving a Variety of End Markets Systems and Process Expertise #1 Global Player in Automotive Robotics Note: 1. Segment financials excludes corporate expenses Top 5 Global Player in General Industry Robotics 24

25 The Chinese Automation Opportunity China is Facing Rising Labor Costs and Aging Demographics While Continuing to Act as Workshop of the World Though Its Robotics Industry is Still in Infancy Rising Labor Cost Manufacturing wages (RMB per year) 51,369 Share of Global Handset Production Share of Global Electronics Robot Shipment 17, Source: 75% 35% Aging Population Share of Global Auto Production Share of Global Auto Robot Shipment % 70% 11% 2050E 12% 55% 33% 42% 21% Under Over 60 Source: KPMG, China 360, 2013 Source: IFR 25

26 The Chinese Automation Opportunity (cont d) Industrial Robots Remain Underpenetrated in China Compared to the U.S. China U.S , ,050 1,140 4x 3.5x Robots per 10,000 Manufacturing Employees 16x 305 8x 300 6x Electrical & Electronics Automotive Food Processing Chemical, Rubber & Plastics Metal & Machinery Chinese Industrial Robots CAGR (10 14) 69% 30% 72% 25% 44% Rich, Mature Industries in China with Capital to Invest in Automation Source: IFR 26

27 Business Update 27

28 Revenue & Margins Revenue growth recovered; both gross and net profit margin further increased Note: Acquisition of TLSC was closed on 30 June Financial reports of TLSC has been consolidated since then. 28

29 Cash & Cash Flow Abundant cash-in-hand; strong cash generation capabilities * The calculation of Net Cash here includes Notes receivables. 29

30 Cash Conversion Cycle Cash conversion cycle became negative 30

31 Thank you!