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TRANSCRIPT
• General Internal Use
CORPORATEPRESENTATIONFirst Quarter 2020
• General Internal Use
Safe HarborThis presentation contains forward-looking information based on numerous variables and assumptions
that are inherently uncertain. They involve judgments with respect to, among other things, future
economic, competitive and financial market conditions and future business decisions, all of which are
difficult or impossible to predict accurately. These uncertainties include, but are not limited to, risks
related to the impact of the COVID-19 global pandemic, such as the scope and duration of the
outbreak, government actions and restrictive measures implemented in response, availability of
workers and contractors due to illness and stay at home orders, supply chain disruptions and other
impacts to the business, or on the Company's ability to execute business continuity plans, as a result
there of. Accordingly, results are likely to vary from those set forth in this presentation. Copyright ©
2020 ALFA, S.A.B. de C.V. All rights reserved. Reproduction and distribution is forbidden without the
prior written consent of ALFA, S.A.B. de C.V.
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Index
ALFA Overview
ALFA First Quarter Results
Appendix
Alpek – Petrochemicals
Sigma – Food Products
Nemak – Aluminum Autoparts
Axtel – IT & Telecom
Newpek – Oil & Gas
Other Information
3
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Investment Highlights
1. Global company with operations in 29 countries; ~70% of revenues outside Mexico
2. Focus on Safety and Business Continuity amid Covid-19
3. Diversified portfolio of leading businesses providing essential goods/services
4. Solid balance sheet with investment grade rating; Cash U.S. $2.3 B
5. Strong corporate governance and experienced management team
6. Attractive value-enhancing initiatives and long-term prospects
4
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ALFA has grown to become a global company
Manuf. Presence(Countries)
SalesOutside Mexico
Employees
2009 16 52% ~47,000
2019 29 67% ~83,000
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Diversified portfolio of businesses with leading industry positions
8 out of 10Mexican Corporates use Axtel’s
IT and Telecom services
#1 in the production ofPTA, PET and EPSin the Americas
11 Sigma brandssell more than
US $100 Million a year each
1 out every 4 new carssold in the world contains
at least one Nemak product
733 production wellsoperated by Newpek
in U.S. and Mexico
Petrochemicals Food Products Aluminum Autoparts IT + Telecom Oil & Gas
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Alpek, Sigma and Nemak are ALFA’s three largest businesses
Revenues 20191
US $17.5 BillionEBITDA 20191
US $2.3 Billion
35%
37%
23%
4%
37%
31%
27%
12%
1. Pie chart does not include Newpek and Others 7
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Ownership
Petrochemicals
Food Products
Aluminum Autoparts
IT + Telecom
Oil & Gas
82%
100%
75%
53%
100%
Public company since 2012
Public company since 2015Ford Motor Co. owns 4.6%
Public company since 2005
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ALFA Strategy (beyond COVID-19)
• Business Realignment
• Expansion
• Innovation in high growth segments
• Return Capital to Shareholders
• Net Debt <2.5x • ROIC >10%
9
Corporate Citizenship
Leading Industry Position
Financial Discipline
Strategic Principles
Strategic Priorities
Financial Parameters
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Key initiatives (beyond COVID-19) aligned to Strategic Priorities
Business Key InitiativesInnovation in high growth segments
Business realignment
ExpansionReturn capital to
shareholders
Expand PET recycling capabilities
Lever product innovation platform
EV & structural component incursion
Evaluation of strategic alternatives
Divestment outside of Mexico
Dividends and share buybacks
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Strong management team and solid corporate governance
• C - Suite average tenure of 29 years
• Average tenure of top 170+ Executives is 21 years
• Strong Corporate Governance with 83% Independent Directors
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Experienced Management Team
Rolando ZubiránAxtel PresidentTenure 21 years
Rodrigo FernándezSigma PresidentTenure 21 years
Armando TamezNemak PresidentTenure 36 years
José de Jesús ValdezAlpek PresidentTenure 43 years
Paulino RodríguezVP Human CapitalTenure 16 years
Armando GarzaChairman of the BoardTenure 41 years
Álvaro FernándezPresidentTenure 29 years
Eduardo EscalanteCFOTenure 32 years
Carlos JiménezLegal CounselTenure 41 years
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Board of Directors
• JOSE CALDERON ROJAS (2A)Chairman of the Board and Chief Executive Officerof Franca Industrias, S.A. de C.V. and Franca Servicios, S.A. de C.V.
• ENRIQUE CASTILLO SANCHEZ MEJORADA (1A)Managing Partner of Ventura Capital Privado, S.A. de C.V.
• FRANCISCO JAVIER FERNANDEZ CARBAJAL (1C)President of Servicios Administrativos Contry, S.A. de C.V.
• ALVARO FERNANDEZ GARZA (3C)President of ALFA, S.A.B. de C.V.
• ARMANDO GARZA SADA (3C)Chairman of the Board of ALFA, S.A.B. de C.V.
• CLAUDIO X. GONZALEZ LAPORTE (1B)Chairman of the Board of Kimberly-Clark de México, S.A.B. de C.V.
• DAVID MARTINEZ GUZMAN (1C)Chairman of the Board and Special Advisor of Fintech Advisory Inc.
• JOSE ANTONIO MEADE KURIBREÑA (1C)Board member since February 2019
• ALEJANDRO RAMIREZ MAGAÑA (1)President of Cinépolis, S.A. de C.V.
• ADRIAN SADA GONZALEZ (1B)Chairman of the Board of Vitro, S.A.B. de C.V.
• FEDERICO TOUSSAINT ELOSUA (1A)Chairman of the Board and Chief Executive Officer ofGrupo Lamosa, S.A.B. de C.V.
• GUILLERMO F. VOGEL HINOJOSA (1C)Chairman of the Board of Grupo Collado, S.A.B. de C.V., andof Exportaciones IM Promoción, S.A. de C.V.
Keys: (1) Independent Board Member / (A) Audit Committee (B) Corporate Practices Committee (C) Planning and Finance Committee 13
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ALFA Sustainability Model is based on four pillars
INTERNAL WELL-BEING
COMMUNITY
ECONOMY
ENVIRONMENT
171 ALFA facilities run on clean and renewable energy sources such as wind and geothermal
US $35 Million invested in funding health, safety and employee development programs
10,845 students from 98 schools were benefited from ALFA´s support
More than 83,400 employees across 28 countries in America, Europe and Asia
In 2019, ALFA continued to deploy a broad program of actions in every aspect of its sustainability strategy
Collaborated with more than 190 institutions of social care
Nemak is the main consumer of recycled aluminum in Mexico, 80% of its aluminum usage comes from recycled sources
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Financial Highlights
15,870 17,223
16,315 15,576
16,804
19,055
17,538
13 14 15 16 17 18 19
Revenues
1,915 2,040
2,420 2,322
2,018
2,858
2,298
13 14 15 16 17 18 19
EBITDA
1,556
1,422
1,632
1,492
1,148
1,570
920
13 14 15 16 17 18 19
Capex
A. Includes US $427 Million from extraordinary items
A
Revenues(US $ Million)
EBITDA(US $ Million)
Capex & Acquisitions(US $ Million)
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Financial Highlights
5,123 4,785
5,844
6,300 6,543
6,276 6,323
14 15 16 17 18 19 1Q20
Net Debt
2.12.0
2.5
3.1
2.3
2.7 2.7
14 15 16 17 18 19 1Q20
Net Debt/EBITDA
7.27.7
6.6
4.6
5.8
5.2 5.3
14 15 16 17 18 19 1Q20
Interest CoverageNet Debt(US $ Million)
Net Debt/EBITDA(Times)
Interest Coverage(Times)
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Cash dividends; +11% CAGR 2010 – 2020 (USD denominated)
70
97 104
118
154 154 170 169 168
202
100
10 11 12 13* 14* 15 16 17 18 19 20
* The 2014 dividend was paid early in 2013. The graph shows the approved amounts for each corresponding year.
Paid Dividends(US $ Million) 200
Subject to Board’s review
Paid in March
100
100
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Index
ALFA Overview
ALFA First Quarter Results
Appendix
Alpek – Petrochemicals
Sigma – Food Products
Nemak – Aluminum Autoparts
Axtel – IT & Telecom
Newpek – Oil & Gas
Other Information
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Revenues reflect the effect of lower feedstock prices in Alpek, lower volume in Nemak, and Axtel’s recent divestments
Revenues(US $ Million)
1Q20 vs 1Q19(US $ Million)
1Q20 vs 4Q19(US $ Million)
4,479 4,473 4,319 4,267 4,167
1Q19 2Q19 3Q19 4Q19 1Q20
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1Q20 EBITDA of US $563 million, including a US $91 million net gain from extraordinary items; Comparable EBITDA of US $473 million
519
595 548
636
563
1Q19 2Q19 3Q19 4Q19 1Q20
Reported EBITDA(US $ Million)
Extraordinary Items Comparable EBITDA(US $ Million)
EBITDA Margin
1Q20 vs 1Q19: 8%1Q20 vs 4Q19: -11%
1Q19 2Q19 3Q19 4Q19 1Q20
ALPEK (8) (28) (19) 184 (17)
SIGMA - - - - -
NEMAK - 8 - - -
AXTEL - 39 - (4) 107
NEWPEK (1) (1) (4) (58) -
TOTAL (8) 18 (23) 122 91
1Q20 vs 1Q19: -10%1Q20 vs 4Q19: -8%
528577 571
514473
11.8%
12.9% 13.2%
12.1%11.3%
1Q19 2Q19 3Q19 4Q19 1Q20
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1Q20 Comparable EBITDA down 10% versus 1Q19 due lower volume in Nemak and lower polyester margins in Alpek
Comparable EBITDA 1Q20 vs 4Q19(US $ Million)
-8.0%
Comparable EBITDA 1Q20 vs 1Q19(US $ Million)
-10.0%
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ALFA Net Debt down versus 1Q19 supported by non-core asset monetizations and solid operating cash generation
ALFA Net Debt(US $ Million)
Leverage Ratio (Net Debt/EBITDA)
7,194 7,122 7,032
6,276 6,323
1Q19 2Q19 3Q19 4Q19 1Q20
2.6 2.7 2.8 2.7 2.7
1Q19 2Q19 3Q19 4Q19 1Q20
Cash (US $ Million)
1,324 1,292 1,253 1,367
2,290
1Q19 2Q19 3Q19 4Q19 1Q20
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ALFA focused on Safety and Business Continuity amid COVID-19
Business ContinuitySafety
• Top priority - safety of our employees, customers, suppliers and community
• Increased hygiene/sanitization protocols
• Reduction of on-site personnel
• Physical distancing
• Travel restrictions
• Closely monitoring health and government agency recommendations
• Preserve continuity and long-term sustainability
• Task forces coordinating immediate response
• Providing essential goods/services: food, packaging, IT
• Protecting our employees’ jobs
• Contributing to our communities
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Key financial initiatives amid COVID-19
• Maximize liquidity
• Expand original plan to capture savings and cash flow benefits
• Reduce costs and expenses – including Executive salary reductions
• CAPEX deferral (e.g. Corpus Christi)
• Working capital optimization
• Board review of previously approved dividends at Nemak and Alpek
• Defer temporarily non-core asset divestments
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Key underlying drivers by business amid COVID-19
Business Pros Cons
• Higher than expected reference margins (Asia) and demand
• FX benefit on MXN & BRL costs
• Temporary profitability impact due to oil and feedstock price decline (Brent: -19% vs. 4Q19)
• Volume growth in all regions
• Lower pork prices (Pork Ham US: -21% vs. 4Q19)
• Lower profitability (ex-USA) due to USD strength
• FX benefit on MXN costs
• Cost reduction and Operating efficiencies
• Lower volume due to OEM production rate reductions
• Incremental demand for services due to higher virtual collaboration
• Lower profitability due to MXN depreciation
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Rising Asian reference polyester margins partially offset drop in oil/feedstock prices
1Q20 Highlights
• Providing essential materials for beverage/food packaging and medical supplies
• Cash US $570 million, up US $184 million vs 4Q19
• Net Debt/EBITDA of 1.7 times
• Extended Corpus Christi Polymers pre-construction period through the end of 2020
Paraxylene vs Brent Crude Oil Price (Base=100)
Margin: Asia PET to Px/MEG (US $ / Ton)
40
100
160
dec-18 jan-19 feb-19 mar-19 apr-19 may-19 jun-19 jul-19 ago-19 sept-19 oct-19 nov-19 dec-19 ene-20 feb-20 mar-20
Brent Px
240276 263 284
342
478
377333 323
370304
227275
1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20
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0.0
0.2
0.4
0.6
0.8
1.0
1.2
0.0
0.5
1.0
1.5
2.0
2.5
3.0
3.5
Resilient margins despite FX volatility amid downward trend in pork prices
13.915.0
10.0
5.5
13.3
15.8
9.1
4.4
Mexico USA LatAm Europe
EBITDA Margin By Region1Q20 Highlights
• Higher sales volume in all regions
• Cash US $718 million; up US $201 million vs 4Q19
• Net Debt/EBITDA of 2.9 times
• Foodservice distribution channel impacted hotel/restaurant closures amid COVID-19 (approx. 12% of Sigma sales)
1Q19
1Q20
6.5
Pork Ham Price
Jan. Mar. Jun. Sept. Dec.
U.S. ($/lb)
Europe (€/kg)
2018
2019
2020
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1Q20 Sales and EBITDA reflect lower volume amid COVID-19
EBITDA per Equivalent Unit (USD/Equivalent Unit)
1Q20 Highlights Volume 1Q20 vs 1Q19(Million Equivalent Units)
• Temporarily ceased operations at certain plants due to shutdowns amid COVID-19
• Successfully restarted production in China (February)
• Intensified efforts to optimize costs and expenses, including Executive salary reductions
• Cash US $785 million; up US $458 million vs 4Q19
• Net Debt/EBITDA of 2.1 times
14.515.5
13.1 13.113.5
1Q 2Q 3Q 4Q
2019
2020
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1Q20 EBITDA benefitted from the previously announced sale of three Data Centers
1Q20 Highlights
• Providing essential connectivity, cybersecurity and cloud services, among others
• Cash US $104 million; up US $58 million vs 4Q19
• Net Debt/EBITDA of 1.6 times
• Proceeds of US $175 million for the sale of 3 Data Centers
• Defer temporarily Infrastructure Unitsale process
56%44%
Service Infrastructure
Continuing EBITDA by Business Unit(Total 1Q20: US $48 million)
EBITDA (US $ Million)
56 57 57 6248
21
-4
39
-4
107
1Q19 2Q19 3Q19 4Q19 1Q20
Continuing
Discontinued
Extraordinary
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Global Covid-19
30
Delivering Results & Aligning to Industry Trends
Non-essential MonetizationsValue Creation & Improved Capital Structure
Business SeparationCapture Opportunities and Maximize Value
Coronavirus Impact on SectorsOnly 13% of revenues from high-exposure sectors
61
294
175
Towers Mass Market Data Centers
Proceeds (US$ mm)
4.0 3.6 3.6 3.7
3.4 3.2
2.7 4Q17 4Q18
1Q20
2Q17
ND/EBITDA1 (x)
Services Infrastructure
Business Unit
• > 18,000 Customers
• Valued added Services
• Digital Transformation
• ~ 50 Customers
• Wholesale Connectivity & Passive Infrastructure
Business UnitHIGH
EXPOSURE
Impact Heatmap
Axtel 2019 Revenues(1)
~13%
~43% ~25%
ApparelAutomotive
Manufacturers
BeveragesChemicals
Manufacturing
Lodging / Leisure & TourismPassenger AirlinesRetail (non food)
Construction / MaterialsEquipment & Transportation
Potential Positive ImpactInternet service companies, Retail (online), Gold Mining
1. Without tower sale, merger-related expenses nor data center sale benefit.
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Index
ALFA Overview
ALFA First Quarter Results
Appendix
Alpek – Petrochemicals
Sigma – Food Products
Nemak – Aluminum Autoparts
Axtel – IT & Telecom
Newpek – Oil & Gas
Other Information
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Leading Petrochemical company
Leading position across product portfolio:
• #1 PTA-PET producer in America
• #2 PET producer Worldwide
• #1 EPS producer in America
• Only PP producer in Mexico
2019
Revenues
US $6.2 Billion
EBITDA
US $0.9 Billion
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Business Segments
Polyester chain
2019
Revenues US $4.7 Billion (77%)
EBITDA US $428 Million (50%)
Products
Purified Terephthalic Acid (PTA)
Polyethylene Terephthalate (PET)
Polyester fibers
Plastics & chemicals
2019
Revenues US $1.4 Billion (23%)
EBITDA US $218 Million (26%)
Products
Polypropylene (PP)
Expandable Polystyrene (EPS)
Caprolactam (CPL)
Fertilizers and other chemicals
2019 EBITDA includes a Cogeneration Sale Gain of US $188 M 34
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Products are widely used for food packaging and consumer end-markets
Beverage
Food
Personal care
Sample end users by industry
Volume 2019 By Industry(4,384 Kta)
Construction4%Textiles
7%
ConsumerGoods
35%
Food and Beverages55%
Sales 2019 Geography(US $6,216 Million)
Asia & others0%
Europe3%
Mexico29%
U.S./CAN 44%
SA24%
Textiles
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Installed capacity amounts to 7.0 Million tons
~6,000 employees
28 Production facilities
Source: Alpek estimate| Kta: Thousand tons per year | (1) Includes industrial and specialty chemicals and recycled PET capacities
Installed Capacity Breakdown (Kta)
SITE PTA PET rPET FIBERS PP EPS CPL OTHER
Mexico
(3,030 Kta)
Monterrey 160
Altamira 1,000 640 240
Salamanca 85
Ocotlán 10
Cosoleacaque 610 185
Lerma 100
U.S.
(2,385 Kta)
Cedar Creek 170 55
Cooper River 170 150
Columbia 640 725
Pearl River 430
Richmond 45
Canada Selenis 144
Argentina
(225 Kta)
Zárate 190
Pacheco 15
General Lagos 19
Brazil
(1,226 kta)
Guaratingueta 46
Ipojuca 640 450 90
Chile
(27 Kta)
Santiago 5
Puerto Montt 2
Concon 20
United Kingdom Wilton 350
Total Capacity: 7,386 Kta 2,890 2,814 115 400 640 325 85 117
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Strategy
Foster
Circular
Economy
Strengthen Core
Business
Strategic
& Focused
Growth
Long-term strategy is based around 3 key pillars
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Strategy
Each pillar includes set of concrete growth catalysts
• Global Cost Improvement
• Value-added Products
• FCF Generation
• Footprint Optimization
• Value Chain Integration
• Product Innovation
• Maximize CCP Value
• rPET Leadership
• Recycling Promotion
• Sustainable Product Portfolio
Growth Catalysts Details / Description
• Zero Based Budgeting & process innovation (Mainly Operations, Logistics & SG&A)
• Shift to products with higher margins & barriers to entry (Copolymers, Grey EPS)
• Reductions to CAPEX & NWC / Recover M&G Mexico debt
• Ensure global production is performed in optimal sites & logistic networks
• Grow capacity selectively & integrate into value chain (Px, Mexico EPS)
• New products & business lines (Biovento, Natural Gas Commercialization, CO2, PLA)
• Optimize project timing & minimize CAPEX
• Lead rPET supply in Americas through capital-effective investment
• Secure PET Bale & Flake supply / Equip vPET plants with single-pellet technology
• Active lobbying for circular economy via associations & The Recycling Partnership
• Develop sustainable alternatives for all our products (Biodegradable EPS & PP, etc.)
Strengthen
Core
Business
Strategic &
Focused
Growth
Foster
Circular
Economy
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PET Fundamental Advantages
57
16
PET Other Plastics
37
182 187
GlassPET Aluminum ’00 ’15 ’19E’05 ’10
115
PET
Glass
Aluminum
27
90
#1 Recycling Collection Rate% Worldwide
Carbon Footprint Over Lifecycle1
(gr. CO2 Eq. / 355 mL Bottle)#1 Beverage Packaging MaterialBillion beverages (USA)
(1) Data from EPA and PET Resin Association considering bottle weight of containers. Includes emissions calculation for energy on processing and transportation, and non-energy related emissions; considers that material is recycled once.
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Multinational food company dedicated to bringing local favorite foods to communities everywhere
• +640,000 points of sale
• 11% of its sales came from innovation
2019
Revenues
US $6.5 Billion
EBITDA
US $703 Million
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Highly recognized branded foods in Mexico, U.S., Central & South America and Europe
Region % Sales
LatAm8%
U.S.15%
Europe36%
Mexico41%
• Broad geographic footprint: 70 manufacturing facilities and operations in 18 countries
• Offers quality food at a wide range of price points and across diverse categories
Cooked meats 60%
Dairy 19%
Dry meats 16%
Other categories 5%
Categories products
Mexico
United States
Dominican Rep.
El Salvador
Guatemala
Ecuador
Italy
Belgium
Germany
Netherlands
Spain
France
Peru
Honduras
Nicaragua
Costa Rica
Portugal
Romania
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Diversified and strong brand portfolio in each market
PACKAGED MEATS DAIRY OTHER THIRD PARTY
MEXICO
EUROPE
U.S.
LATAM
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Broad supply chain network
Reach, service, efficiency and knowledge
• Global processes
• Benchmarks
• Best practice implementation
• Production sharing capabilities
Safety & quality throughout the supply chain
• Sourcing development programs and
certifications
• In-store quality checks
• Customer development programs
• Certified facilities
70
Production
facilities
25 Europe
13 Latam
26 Mexico
6 USA210
Distribution
centers
18 Europe
39 Latam
139 Mexico
14 USA640,000
Points of sale
62,000 Europe
111,000 Latam
345,000 Mexico
105,000 USA
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Consumer oriented innovation
Health & Nutrition
Origin & Tradition
Indulgence
Convenience
Sustainability & Trust
Innovation Platforms
• Based on “Design Thinking”
• Consumer research (260K contacts/year)
• 2 Research & Development Centers (+200 specialists)
• Innovations represent 11% of sales
• +270 new products launchedin 2019
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Growth strategy
46
Explore the future
Defend current sources of profitability
High potential
opportunities
Protect Core
Margin expansion
Explore new categories
globallyNew business models
Strengthen organization
Enablers to accelerate organization
potential
Take advantage of global capabilities
as One Single Company
Strengthen competences to
face challenges in each
business unit
New sources of revenues
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Leading provider of lightweighting solutions for the automotive industry
• Global footprint, cost competitiveness, R&D, skilled labor force
• One out of every four new vehicles sold worldwide has at least one Nemak component
• Sole supplier in ~90% of sales volume
2019
Revenues
US $4.0 Billion
EBITDA
US $621 Million
48
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Focused on broad portfolio of highly-engineered solutions
Combustion Engine• Heads
• Blocks
• Transmissions
Electric Vehicles• Battery Housings
• E-Motor Housings
Vehicle Structures• Longitudinal Members
• Sub-Frames
• Pillars & others
49
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Diversified customer base
• More than 50 customers worldwide
• Nemak supplies ~650 out of ~1,300 vehicle
nameplates platforms worldwide
50
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Solid customer relationships; diversified revenue stream
28%
19%
14%
13%
6%
5%
4%4%
3% 4%
North
America
55%
Europe
36%
Others
9%
2019Volume distributionBy Customer
2019Revenue distributionBy Region
Otros
51
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Global footprint with facilities close to customers
16Countries
Russia
Slovakia
Spain
38Manufacturing facilities• North America (18)
• Europe (14)
• South America (3)
• Asia (3)
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Driving Nemak content per vehicle
Combustion Engine Hybrid Pure Electric
US $450 – 500 US $480 – 580 US $550 – 700
Heads, Blocks & Trans Heads & Blocks E-Motor Housings
Structural Components Structural Components Structural Components
Battery Housings Battery Housings
Hybrid Trans Other EV Components
Increased value added to sales
53
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Sample awarded programs involving electric vehicles and structural components
Porsche TaycanVolvo Polestar
BMW X5 Hybrid Jeep Wrangler Hybrid
Ford Mustang Mach-E
54
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Strong track record of agile cost structure adjustments and operating efficiencies to maximize profitability
$2,958 $2,955
$1,950
$2,880
$308 $309 $260
$365
$0
$100
$200
$300
$400
$500
$600
$700
$800
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
2007 2008 2009 2010
Revenues
EBITDA
Headcount rightsizing
Optimization of work shifts
Increase equipment output
Volume reallocation
Key InitiativesSales vs. EBITDA
Revenues 2009 vs 2008: -34%EBITDA 2009 vs 2008: -16%
EBITDA Margin 10.4% 10.5% 13.3% 12.7%
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Differentiated approach by business segment
Maximize combustion engine business
• Operational efficiencies
• Cash flow generation
• Capacity utilization & consolidation
• Margin expansion through increased secondary processes (e.g. machining)
Capture growth in structural & EV components
• Greater margins & value added
• New competencies
• Assembly
• Design engineering
56
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57 57
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IT and Telecom services for the enterprise and government segments
Main Services
Services:
• Managed networks
• System integration
• Collaboration
• Cloud solutions
• Cybersecurity
Infrastructure:
• Fiber to the Tower
• Fiber to the Data Center
• Spectrum
• Wholesale access
2019
Revenues
US $680 Million
EBITDA
US $265 Million
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Sales and EBITDA Breakdown by Business Unit
81%Services
19%Infrastructure
1. Excludes Mass Market
EBITDASales 1
49%Services
51%Infrastructure
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Strategic evolution
• Start up local Mass Market «Fixed Wireless»
• Avantel acquisition (´06)
• Broad band Mass Market
• Vertical markets
• Cloud services
• App management
• Data center
• Enterprise strategy
• Value added services – Data IP
• Start up LD services
ALESTRA CONVERGENCE
• Unified communications
• Managed networks
• Security
• Large Scale Solutions
• Systems integration
• Data center
• IPTV (´13)
• Cloud services & managed IT
1997
1999
2000
2008
2011
2008
2011
• Value added services Mass Market– Wimax
• Enterprise integration Telco / IT
• FTH
2015 2015
TELECOMM MARKET OPENED
IP PROTOCOL, INTERNET BUBBLE
VOICE AND DATA NET CONVERGENCE LAN/WAN
TELECOM / IT CONVERGENCE
DATA CENTER CONVERGENCE
MEGER 2016
2018
2019
• Sale of mass-market FTTH
business to Televisa and
Megacable • Data Center Partnership
REALIGNMENT PROCESS
60
• General Internal Use
Strategy: Strong Positioning in IT & Telecom
Specialization and automation of strategic
services’ value chain (verticals)
Accelerate market penetration on digital
innovation services
Digitalization to improve efficiency
Main connectivity provider for mobile networks and data
centersMaximize
Value
Be theprincipal digital transformation
enabler of enterprise and
government segments
Be the leading neutral
fiber optic network operator in a high growth
market
ServiceUnit
Infrastructure UnitSeparation in 2
business units:
- Differentiation
- Maximize value & growth potential
Organic and inorganic growth of
cybersecurity and IT services
Long-term solid profitability vehicle
61
• General Internal Use
6262
• General Internal Use
Exploration & Production (E&P) operations in the U.S. and Mexico
• Involvement in the E&P industry began in 2006
• Operating mature fields in Mexico since 2013
2019
Revenues
US $76 Million
EBITDA
US $(91) Million1
1. 2019 EBITDA Includes US $63 M in non-cash provisions due to lower production outlook in the coming years 63
• General Internal Use
Current U.S. Operations – 616 wells
Technology
• Fracking for horizontal drilling
• Mature fields optimization
• World-class sub-surface analysis
capabilities
Net production(MBOED)
0.9 1.1 1.0
2.7
4.7
6.4
8.2 8.37.2
4.9 4.4
2.53.9
08 09 10 11 12 13 14 15 16 17 18 19 1Q20
Involvement in the E&P industry began
in 2006
• JV with Ensign Natural Resources (8.6%)
• Development of Eagle Ford Shale with 557 wells in production
64
• General Internal Use
Activities in Mexico – 117 wells
• Service contracts in San Andrés and Tierra Blanca fields with Pemex (CIEPs)
• Producing over 2.4 MBOED
• Optimization of existing wells
• Development of new wells in conventional formation
• JV with Verdad Exploration, won contracts to operate two wet gas fields in Tamaulipas, Mexico
• Area of 363 Km2
• Minimum required investment of US $4 Million
65
• General Internal Use
Strategy
• Evaluate strategic alternatives for its assets outside of
Mexico
66
• General Internal Use
Index
ALFA Overview
ALFA First Quarter Results
Appendix
Alpek – Petrochemicals
Sigma – Food Products
Nemak – Aluminum Autoparts
Axtel – IT & Telecom
Newpek – Oil & Gas
Other Information
67
• General Internal Use
ALFA's heritage goes back to 1890
1979Nemak is founded
2008Sigma invest in
Perú
2018Alpek acquires
PQS (Brazil)
1993 1997
ALFA Invest US $3,200 Million in modernization and expansion
2000Nemak invests in Canada
2005Hylsamex is divested
2005Nemak acquiresRautenbach
2007Nemak acquires Teksid and Hydro assets
2001Alpek expands
to the U.S.
1996Alestra is founded
(Telecom)
2004Sigma expands in cheese
2007Alpek acquires Eastman PET Mexico & Argentina
2010Sigma
acquires Bas-S
2013Sigma
acquires Campofrio
2016Alestra/Axtel
merger
2011Alpek acquires
Eastman Columbia and
Wellman
1890Brewery is founded
1974Grupo Monterrey
Splits
1975First investment in
petrochem
1980ALFA invest
in food
1982Mexican crisis and
financial restructuring
2019Alpek acquires a PET facility (UK)
& rPET plant (USA)
2019Alpek sells its Cogeneration Power Plants
68
• General Internal Use
M&A is an important element of our strategy
2010Sigma
Bar-S
2011Alpek
Columbia siteEastman Chemical
2011Alpek
Wellman
2013Sigma
CampofrioFood Group
2016Alestra
Axtel merger
2018Alpek
Petroquímica Suapeand Citepe
2007Nemak
Teksid & HydroCasting assets
2005ALFA
DivestedHylsamex
2001Alpek
DAK Americas
2020Alpek
Lotte UK PET Plant
Wilton, UK
69
• General Internal Use
ROIC 2015 - 2019
13
9
6
12
6
2015 2016 2017 2018 2019
ROIC = NOPAT / Invested Capital | NOPAT = EBIT – Taxes | Invested Capital = Stockholder’s Equity + Debt 70
• General Internal Use
Breakdown by Region
Mexico
33%
U.S. & Canada
31%
Europe
22%
South & Central America
12%
Asia & Others
2%
Revenues 2019US $17.5 Billion
71
• General Internal Use
Outstanding bonds - ALFA
72
Val
ue
85
90
95
100
105
110
115
120
125
130
4/3
0/2
01
9
5/1
4/2
01
9
5/2
8/2
01
9
6/1
1/2
01
9
6/2
5/2
01
9
7/9
/20
19
7/2
3/2
01
9
8/6
/20
19
8/2
0/2
01
9
9/3
/20
19
9/1
7/2
01
9
10
/1/2
01
9
10
/15
/20
19
10
/29
/20
19
11
/12
/20
19
11
/26
/20
19
12
/10
/20
19
12
/24
/20
19
1/7
/20
20
1/2
1/2
02
0
2/4
/20
20
2/1
8/2
02
0
3/3
/20
20
3/1
7/2
02
0
3/3
1/2
02
0
4/1
4/2
02
0
4/2
8/2
02
0
2024
2044
• General Internal Use
Outstanding bonds – ALFA SubsidiariesV
alu
eV
alu
e
73
Sigma
Axtel
Alpek
Nemak
70
75
80
85
90
95
100
105
110
115
4/3
0/2
01
9
5/1
4/2
01
9
5/2
8/2
01
9
6/1
1/2
01
9
6/2
5/2
01
9
7/9
/20
19
7/2
3/2
01
9
8/6
/20
19
8/2
0/2
01
9
9/3
/20
19
9/1
7/2
01
9
10
/1/2
01
9
10
/15
/20
19
10
/29
/20
19
11
/12
/20
19
11
/26
/20
19
12
/10
/20
19
12
/24
/20
19
1/7
/20
20
1/2
1/2
02
0
2/4
/20
20
2/1
8/2
02
0
3/3
/20
20
3/1
7/2
02
0
3/3
1/2
02
0
4/1
4/2
02
0
4/2
8/2
02
0
2023
2022
2029
85
90
95
100
105
110
115
4/3
0/2
01
9
5/1
4/2
01
9
5/2
8/2
01
9
6/1
1/2
01
9
6/2
5/2
01
9
7/9
/20
19
7/2
3/2
01
9
8/6
/20
19
8/2
0/2
01
9
9/3
/20
19
9/1
7/2
01
9
10
/1/2
01
9
10
/15
/20
19
10
/29
/20
19
11
/12
/20
19
11
/26
/20
19
12
/10
/20
19
12
/24
/20
19
1/7
/20
20
1/2
1/2
02
0
2/4
/20
20
2/1
8/2
02
0
3/3
/20
20
3/1
7/2
02
0
3/3
1/2
02
0
4/1
4/2
02
0
4/2
8/2
02
0
2024
2028
2026
70
75
80
85
90
95
100
105
110
4/3
0/2
01
9
5/1
4/2
01
9
5/2
8/2
01
9
6/1
1/2
01
9
6/2
5/2
01
9
7/9
/20
19
7/2
3/2
01
9
8/6
/20
19
8/2
0/2
01
9
9/3
/20
19
9/1
7/2
01
9
10
/1/2
01
9
10
/15
/20
19
10
/29
/20
19
11
/12
/20
19
11
/26
/20
19
12
/10
/20
19
12
/24
/20
19
1/7
/20
20
1/2
1/2
02
0
2/4
/20
20
2/1
8/2
02
0
3/3
/20
20
3/1
7/2
02
0
3/3
1/2
02
0
4/1
4/2
02
0
4/2
8/2
02
0
2024
2025
70
75
80
85
90
95
100
105
110
4/3
0/2
01
9
5/1
4/2
01
9
5/2
8/2
01
9
6/1
1/2
01
9
6/2
5/2
01
9
7/9
/20
19
7/2
3/2
01
9
8/6
/20
19
8/2
0/2
01
9
9/3
/20
19
9/1
7/2
01
9
10
/1/2
01
9
10
/15
/20
19
10
/29
/20
19
11
/12
/20
19
11
/26
/20
19
12
/10
/20
19
12
/24
/20
19
1/7
/20
20
1/2
1/2
02
0
2/4
/20
20
2/1
8/2
02
0
3/3
/20
20
3/1
7/2
02
0
3/3
1/2
02
0
4/1
4/2
02
0
4/2
8/2
02
0
2024
• General Internal Use
ALFA & Subsidiaries Outstanding Bonds
CompanyAmount(M US)
RateYTM
(30/April/2020)Maturity
Ratings
S&P Fitch Moody’s
Alfa 500 5.250% 5.324% March 25, 2024 BBB- ; NO BBB- ; SO Baa3 ; SO
Alfa 500 6.875% 6.963% March 25, 2044 BBB- ; NO BBB- ; SO Baa3 ; SO
Alpek 650 4.500% 4.817% November 20, 2022 BBB- ; NO BBB- ; SO Baa3 ; SO
Alpek 300 5.375% 5.158% August 08, 2023 BBB- ; NO BBB- ; SO Baa3 ; SO
Alpek 500 4.250% 6.055% September 10, 2029 BBB- ; NO BBB- ; SO Baa3 ; SO
Sigma €600 2.625% 2.783% February 02, 2024 BBB ; NO BBB ; SO Baa3 ; SO
Sigma 1,000 4.125% 3.918% May 02, 2026 BBB ; NO BBB ; SO Baa3 ; SO
Sigma 500 4.875% 4.603% March 22, 2028 BBB ; NO BBB ; SO Baa3 ; SO
Nemak 500 4.750% 8.385% January 11, 2025 BB+ ; SO BBB- ; SO Ba1 ; -
Nemak €500 3.250% 8.036% February 28, 2024 BB+ ; SO BBB- ; SO Ba1 ; -
Axtel 500 6.375% 8.384% November 14, 2024 BB ; PO BB- ; SO Ba3 ; SO
74
• General Internal Use
Stock Highlights (BMV: ALFAA)
Daily Average Traded Shares & Value
Daily Stock Price (MXN)
3
12
00
8
2
10
64
15
6 9
F M AJ A M J J A S O N SD J F M A J JM
2019
20
10
15
30
JunDecJan Jun Jan Dec
(M Shares) (US$ M)
2018 2019
Valuation 2017 2018 2019 1Q20
Market Cap. (US$ B) 6,637 6,056 4,875 3,300
Net Debt (US$ M) 6,300 6,543 6,276 6,323
EBITDA LTM (US$ M) 2,018 2,858 2,298 2,342
Enterprise Value /
EBITDA7.0 4.8 5.4 4.6
Price / Earnings N/A 8.9 16.2 6.0
Price per Share
(MXN)24.7 23.0 18.6 12.8
Exchange Rate
(MXN/USD)18.9 19.2 19.3 19.9
2018
25
O N D
2020
2020
Jan
FJ M
75
• General Internal Use
Debt by Currency
US 58%
EUR35%
Other 7%
US99%
MXN 0%
US100%
US54%EUR
30%
MXN 13%
US 75%
MXN25%
US $1,148 Million US $1,992 Million US $2,734 Million
US $1,988 Million US $676 Million
*Includes currency hedging
Other 2%
76
• General Internal Use
Debt by Fixed and Variable Interest Rate
Fix100%
Var0%
Fix69%
Var31%
Fix82%
Var18%
Fix87%
Var 13%
US $1,148 Million US $1,992 Million
US $1,988 Million US $676 Million
*Includes currency hedging
Fix83%
Var17%
US $2,734 Million
77
• General Internal Use
Brent Crude Oil
120
100
80
60
40
20
US $/Bbl
Brent Crude Oil
99 $/bbl
53 $/bbl 44
$/bbl
54 $/bbl71
$/bbl 64 $/bbl
59 $/bbl
0
78
2014 2015 2016 2017 20192018 2020
• General Internal Use
PET Margin (Asia)
201
74 71 69 63 59 71 64 63 60 72 80 81104
133 135 118 110155 140 PTA
PET
2011
210
2012 3Q2015
258
2013 2014 1Q
260
4Q 1Q 2Q 3Q 4Q
478
4Q1Q2Q 3Q 1Q
394
270
2Q
230210
284
212240
276 263
342
377
324333
370
2Q
China
2016 2017 2018 2019
Margin: Asia PET to Px/MEG (US $/Ton)
250304
3Q 4Q
227
82
2020
1Q
275
78
79
• General Internal Use
Pork Ham Price in Europe and U.S.
€/kgPork Ham Price in Europe
US $/lbPork Ham Price in U.S.
Feb. Mar. Jun. Aug. Sept. Dec.
0.0
0.5
1.0
1.5
2.0
2.5
3.0
3.5
2018
2019
2020
0.0
0.2
0.4
0.6
0.8
1.0
1.2
2018
2019
2020
Feb. Mar. Jun. Aug. Sept. Dec.
80
• General Internal Use
T. +52 (81) [email protected]
Contact
Hernán F. LozanoV.P. of Investor Relations
81