Madrid 2003 Recall Corporation - Investis...
Transcript of Madrid 2003 Recall Corporation - Investis...
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Madrid 2003Recall Corporation
December 2, 2003
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Presentation Outline
Overview and Introductions
Highlights of FY03
Recall Business Model & Strategic ObjectivesPerfect Order Strategic Dots on Map
Business Line Review – The World of RecallCore Business – Drivers for Continued Profitable Growth
Financial Overview
Summary
Questions & Answers
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AL TRUJILLOPresident and CEO
Recall Corp.
AJIT HABBUSenior Vice President
and Chief Financial Officer
LOU SWANSONSenior Vice President
Global Operations and Quality
Global Leadership Team
BRIAN BEARDVice President
and Chief Information Officer
SARA DUNHAMVice President
Human Resources
RUSSELL SKINNERVice President
Business Integration
MARK ALVAREZPresident
Recall North America
JEAN-RENE GAINPresident
Recall Europe
GERALDO CAVAGNARIVice President
Integrated Document Solutions
NINO PALAPresident
Recall Asia Pacific
ROBERTO GREGORIGeneral Manager
Recall South AmericaPage 3
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FY 2003 Highlights
Strong financial resultsMaintained strong revenue growth
Overall growth 17.5%, internal growth 8.1%Continued improvement in margins
17.4% % to 18.9% EBITA (18.3% discounting 1-time French insurance payment of €2.9M)
Business development program / geographic expansion18 acquisitions, increased information management centers to 239Strengthened North American DMS footprint Increased countries from 21 to 23 (added Sweden & Finland)
Perfect Order initiative – benefits from global TQM programGlobal standard operating environment leads to implementation ofstatistically based quality improvement programEstablishes Recall’s market position as leading quality supplier
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Recall At a Glance
Annual Revenues: £258M
Employees: 3,985
Global client base: Over 78,000 customer locations
Locations: 239 centers in 5 continents in 23 countries
Global Headquarters: Atlanta, USA
Playing Field: Information Management
Service LinesDocument Management ServicesIntegrated Document SolutionsData Protection ServicesSecure Destruction Services
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Compelling Investment Fundamentals
Positive arenaRecurring revenue with inherent growth (organic)Diversified and stable customer baseLarge unvended (un-outsourced) market
Consolidation playHighly fragmentedEconomies of scaleLeverage for large players
Industry gap in quality of serviceThe “Perfect Order” Story
Significant growth opportunitiesPrivacy concernsDigitalization
Global leader - #1 or #2 in every marketPage 6
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Key Objectives
Perfect Order – Complete the quality storyExpand Perfect Order from service quality to all components of the value chain.
Perfect Order is delivering increased value in the eyes of our customers by providing Consistent, Accurate, Reliable and Efficient services.
Strategic Dots on Map – Grow our footprint in critical marketsContinue to expand our strategic footprint through acquisitions and greenfields to
attain necessary regional coverage and economies of scale.
Maximize BVA – Improve internal efficiencyAchieve business results by implementing efficient, world benchmarked cost
structures, allowing the achievement of continued BVA growth.
Customer Intimacy – Develop industry focused business solutionsTurn IDS into a viable service offering. Improve market position as document
management outsource provider by exploring vertical market integrated document solutions.
Communicate – Tell the story
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Lou Swanson Senior Vice President
Global Operations and Quality
Recall’s Quality Imperative
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Global Business Model
Global Standardization – Speed / Quality
“All Things Begin and End with the Customer”
ConsistentServiceMenu Standard
OperatingProcedures
(SOP)
Global IT Platform
(ReQuest)
SOP’sFeedback
KPI’s
Continuous Improvement Methodology
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Perfect Order Results Continue to Improve Globally
Perfect Order is achieved when a work order is executed 100% “on time” and complete according to our standard service offerings,and in
compliance with Recall standard operating procedure.
Perfect Order Results Continue to Improve Globally
50%
55%
60%
65%
70%
75%
80%
85%
90%
95%
100%
JANUARY
FEBRUARY
MARCH
APRIL
MAY
JUNE
JULY
AUGUSTSEPTEMBER
OCTOBER
MONTH
ON
TIM
E &
CO
MPL
ETE
(%)
NORTH AMERICAEUROPEASIAAUSTRALASIASOUTH AMERICA
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Individual “Report Cards” - Every Customer
Automated and “Actionable” KPI’s from Global to Customer level drill downs Automated and “Actionable” KPI’s from Global to Customer level drill downs Page 11
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Focus on Service Quality is Starting to Pay Off
September 2003 Global DMS Overall Customer Satisfaction Customer Value Driver Survey Results
5% 3%10% 6%
27%22%
36%
47%
22% 22%
0.0%
20.0%
40.0%
60.0%
80.0%
100.0%
Res
pon
den
ts (
%)
VeryDissatisfied
Dissatisfied Neutral Satisfied Very Satisfied
20022003 N= 659
N= 511
Current Customer Satisfaction Increased 19%, or 11 Points Over 2002 Levels Based on September Customer Value Driver Survey Results
Current Customer Satisfaction Increased 19%, or 11 Points Over 2002 Levels Based on September Customer Value Driver Survey Results
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Automated dashboards that provides global, regional and “drill downs” to facility level performance for growth,
capacity, productivity, and cost
Key Performance Measurementsintegrated with standard
operating procedures will help us eliminate waste and inefficiency
Recall Performance Management: Internal Effectiveness
E
D
V
vVD
bDEbED
S
vDV
sESsSE
oDS
tDV
oSD
yFD
lC
jOD
mSO
C
iCO iOC
F
xD
O
DtVD
(S1) Density (S2) Capacity Utilization
(D1) Productivity
(C1) Growth(C2) Perfect Order(C3) Revenue
F(F1) Cost (F2) Profitability
dCV
Process Mapping our value chain gave us a clear strategy on how to
drive internal effectiveness
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Change Management: It’s all about the People
Recall Hong Kong Team & Nino Pala - President Asia-Pacific
Recall Baltimore Team &Al Trujillo - CEO
Recognition: Over 68% of all DMS holdings worldwide have achieved recognition in the 5-Star program. A 5-Star Information Center must achieve 99% Perfect Order from a 3 month consecutive period.
Training: Our Perfect Order Certification process ensures we enable and empower our associates to eliminate all service failures.
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Finish the Perfect Order Story
Perfect Order is more than Service Quality:
We will complete the Perfect Order story to establish a sustainable competitive advantage.
We are on our way!
LogisticsService Quality
LogisticsService Quality C.A.R.E.C.A.R.E.
Internal Effectiveness
Internal Effectiveness
CustomersCustomersInvoicingInvoicing
CompetitiveAdvantage
CompetitiveAdvantage
AccountManagement
AccountManagement
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Strategic Dots on Map
Grow our footprint in Strategic markets
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Historical Timeline
1970s – entered information management in Australia
1991 – entered North America with first acquisition
1996 – entered European market; operated as multi-regional business
1999 – launched Recall as global business
Fiscal Year 1999 2000 2001 2002# of Locations: 130 150 180 203# of Countries: 14 15 18 21# of Employees: 2000* 2500* 3100 3694
* Approximate numbers
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Recall Today
3,985 employees in 239 centers in 23 countries, across five continentsPage 18
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Acquired Revenue FY00 - FY03
Successful acquisition program
Fiscal Year 2000 2001 2002 2003 Total# of Acquisitions 4 14 14 18 50
Revenue Acquired (£M) 15 45 12 30 102
Key Product Expansions SDS NA SDS NASDS EU
SDS NADMS NADMS EU
Key Geographic Expansion Brazil MexicoHong Kong
BrazilNorway
DenmarkGermany
UK - LondonSwedenFinland
USA - DC & MN
Strategic Dots on Map – Grow our footprint in critical markets
Our goal is to continue to grow our service footprint through acquisitions and “greenfield” start-ups to attain the customer required geographic coverage and economic economies of scale.
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North America Service Coverage
Strategic Market Selection Criteria
Population rank – 2000Population rank – 2010Population growth# of service workers# of Attorneys# of F.I.R.E. employees# of hospital beds
A Viable National Service ProviderPage 20
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Strategic Growth in North America
•Have achieved competitive footprint in North American Market
Fiscal Year Total Number of Markets Served
Top 25 Markets Served
1995 9 7
1999 30 12
2001 43 21
2003 55 24
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Europe Service Coverage
High quality # 2 player in UKCompetitive London scale with DMS Sentinel acquisitionSDS provides cross sell opportunity
Leading position in Continental Europe
National footprint in FranceMarket leader in Italy, Spain and ScandinaviaLargely unvended market in Germany, still up for grabs Smaller presence in Belgium, Holland
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DMS European Market Share Comparison
CountryIron
Mountain + Hays
Recall
UK 56% 14%London 57% 21%
France 5% 30%Spain 17% 33%Italy 0% 25%Belgium 90% 5%Germany 70% 2%
Recall – a competitive supplier in Europe and UK
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Document Management Services (DMS)
Integrated Document Solutions (IDS)
Data Protection Services (DPS)
Secure Destruction Services (SDS)
Business Line Review
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2003 Revenue by Service Line
57%
2%13%
28%Document Management Services
Data Protection Services
Secure Destruction Services
IntegratedDocument Solutions
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Lifecycle Management
NUMBER OF RETREIVALS AND/ORNUMBER OF PEOPLE REQUIRING ACCESS
USER ACTIVITY LEVEL
1 Week
1 Day
10 Minutes
3 Seconds
2 Hours
DMS
LegacySM
OnCallSM
ReFile SM
Pronto! SM
ReViewSM
SDS
IDS
RETR
IEVA
L TI
MEOriginal
CopyDigital
Seconds
Minutes
Hours
Day
Week
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Unvended Market – Elusive Goal
£5.1B
Document Management Services
Data Protection Services
Secure Destruction Services
Grand TotalVended vs. Unvended
£1.9B
VendedUnvended
£7.0BTotal Global Market Size =
Took over 20 years to achieve vended market penetration“Low hanging fruit”, inactive records, has been largely outsourced (75%+) by large Financial, Insurance, Medical companies. Largely seen as a less sophisticated spend, a real estate buy – primarily a space economy buy.Unvended market includes on site, more active files that are part of customers’ business processes – more complex requirement.
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DMS Service Description
INDEXING & SENTENCINGCOLLECTION
BAR CODING & STORAGE
CUSTOMERPREPARATION
LOCATE
RETRIEVE
DELIVER TO CUSTOMER
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DMS Key Drivers
Continued opportunity for growthUnvended business in developing marketsConsolidation of large customers in mature markets
Geographic expansion / acquisitionsMigration to digital not an imminent threat
Global and local scale has advantageRecall Mega Centers
State-of-the-art facilities with more than 1M SCE capacityLogistics, racking and audit systems, Security / Protection systemsAdditions:
Houston (July 2003)Oslo (September 2003)Boston (October 2003Sao Paulo (July 2003)Mexico City (July 2002)Singapore (September 2003)
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IDS Basic Service
CUSTOMER
Recall
CUSTOMER WORK PROCESS DOCUMENT DIGITALIZATIONPage 30
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IDS Key Advantage
RecallOpportunity to move up the value chain
More active information filesBridge between digital and paperLeverage “power of the package” to cross sell
CustomerTotally outsourced hosted model – persuasive ROILeading edge security for digital informationShield against technology obsolescence
Global coordination (Brazil, Spain, Philippines, India, US)High value-addAccess to large, unvended government market
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DPS
Well run business, providing data risk management service in larger metropolitan areas
Risk management awareness (post 9-11) and explosive data growth drives expansion opportunity
0100,000200,000300,000400,000500,000
600,000700,000800,000900,000
1,000,000
1999 2000 2001 2002 2003 2004 2005 20060500,0001,000,0001,500,0002,000,0002,500,000
3,000,0003,500,0004,000,0004,500,0005,000,000
Total Units Tape Drives Worldw ide Total Storage - Terabytes
Data volume growth outpaces tape capacity increases
Exceptional service quality leads to improving market share
Expanding service offeringsData Center product salesOnPlan DR planning, consulting solutions
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SDS Basic Service
RECALL DESTRUCTION
CENTER
CUSTOMER
SHREDDING
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Size of Vended vs. Unvended Potential SDS Market
86%
14%
Unvended £2B
Vended £0.3B
Large Market Potential -Unvended, fragmented and
nascent market
SDS
Benefit of regional or national scaleRoute density drives collection efficienciesSize of facility drives destruction efficiencies
Recall is well positioned to grow this market
Internal growthAcquisitionsGreenfield start ups
Recall’s fastest growing businessBrand name provides leverage
Leading national/global Secure Destruction providerSuperior geographic coverage provides Banking/Finance sector with a vendor who can service their distributed locations
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“Growing Revenuewhile
Improving Profitability”
Financial Overview
Ajit Habbu Sr VP and Chief Financial Officer
Ajit Habbu Sr VP and Chief Financial Officer
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Financial Performance
Steady revenue growth
Increased profit margin
Leading to profit growth faster than revenue
Positive operating cash flow
Return on capital above cost of capital
All figures at constant currency June 2002 exchange rates
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Steady Revenue Growth
0
50
100
150
200
250
FY00 FY01 FY02 FY03
GB
P M
FY01 FY02 FY03 CAGRGrowth 43% 22% 18% 27%Internal 9% 10% 8%
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Steady Regional Revenue Growth
0
20
40
60
80
100
120
NA SA Europe Aus / NZ Asia
GBP
M
FY03FY00 FY 01 FY 02
NA SA EU ANZ Asia TotalCAGR 37% 165% 25% 6% 20% 27%
* NA = North America (US/Canada/Mexico), SA = South AmericaPage 38
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And Steady Product Line Growth
0
50
100
150
DMS DPS IDS SDS
GB
P M
FY03FY00 FY 01 FY 02
DMS DPS IDS SDS TotalCAGR 15% 24% 44% 91% 27%
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Financial Characteristics and Growth Potential
ProductCapitalIntensity
OrganicGrowth
GrowthPotential
Profitability Annuity
DMS £££ +++ ++ ££
££
£££
?
+++
SDS ££ + +++ +
DPS £ + + ++
IDS ££ +++ +++ +++
£ / + Below Average ££ / ++ Average £££ / +++ Above Average
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Acquisition Process
Business strategy and priorities set globallyBy product line and market
Financial attractiveness Risk adjusted return expectations
Discounted cash flow model
Detail due diligence prior to acquisition
Internal disciplineBusiness integration process and resources
Line management held accountable
Acquisition progress reviewed during transition
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Increased Profit Margin
0
15
30
45
FY00 FY01 FY02 FY03
GB
P M
FY01 FY02 FY03 CAGRRevenue Growth 43% 22% 18% 27%EBITA Growth 49% 33% 29% 37%EBITA Margin 16% 17% 19%
Note: FY03 results include business interruption insurance payment of 2.9M EurosWithout it, EBITA margin is 18% and EBITA CAGR is 35%
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Generating Positive Operating Cash Flow
0
10
20
30
40
FY00 FY01 FY02 FY03
GB
P M
Note: Operating Cash Flow = EBITDA +/- Working Capital Changes less CAPEX
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Return on Capital Invested
0%
4%
8%
12%
16%
FY00 FY01 FY02 FY03
Return on capital invested above cost of capital
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Financial Performance
Steady revenue growth
Increased profit margin
Leading to profit growth faster than revenue
Positive operating cash flow
Return on capital above cost of capital
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Summary
Positive market characteristics
Excellent competitive positionSolid, profitable core business streamsDiversified and stable customer baseConsolidated playIndustry gap in quality of service – Perfect Order
Experienced management team
Significant growth opportunities
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This presentation may contain certain “forward-looking statements” with respect to certain of Brambles’ plans and its current goals and expectations relating to its future financial condition, performance and results. By their nature, all forward-looking statements involve risk and uncertainty because they relate to future events and circumstances which are beyond Brambles’ control including among other things, UK and Australian domestic and global economic and business conditions, market related risks such as fluctuations in interest rates and exchange rates, the policies and actions of regulatoryauthorities, the impact of competition, inflation, deflation, the timing, impact and other uncertainties of future acquisitions orcombinations within relevant industries, as well as the impact of tax and other legislation and other regulations in the jurisdictions in which Brambles and its affiliates operate. As a result, Brambles’ actual future financial condition, performanceand results may differ materially from the plans, goals and expectations set forth in Brambles’ forward-looking statements.
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