Скачать презентацию Investor Presentation December 2005 Australia s leading agribusiness Скачать презентацию Investor Presentation December 2005 Australia s leading agribusiness

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Investor Presentation December 2005 Investor Presentation December 2005

Australia’s leading agribusiness 2003 Landmark acquisition 2001 Listed on ASX 1999 2003 AWB acquired Australia’s leading agribusiness 2003 Landmark acquisition 2001 Listed on ASX 1999 2003 AWB acquired Landmark from WES 2001 WES acquired IAMA, merged it with Wesfarmers Dalgety to form Wesfarmers Landmark 1993 WES acquired Dalgety Farmers, merged it with Wesfarmers Rural to form Wesfarmers Landmark 1985 Wesfarmers Rural expands to eastern states 1984 The Cooperative listed on ASX as Wesfarmers Limited (WES) 1950 The Cooperative diversified with a rural focus 1914 Westralian Farmers Cooperative established 1840 Frederick Dalgety began servicing farmers in western Victoria; the well known Dalgety business eventually covered all States Privatised - Wheat Industry Fund converted to B class shares - A class shares issued to wheat growers - Government guarantee of AWB borrowings removed 1998 Corporatised 1989 Domestic market deregulated and Wheat Industry Fund established 1939 Australian Wheat Board established as a statutory authority 1915 Australian Wheat Board created during World War I

AWB – a snapshot… • AWB Limited (AWB) is Australia’s leading agribusiness and one AWB – a snapshot… • AWB Limited (AWB) is Australia’s leading agribusiness and one of the world’s largest wheat managing and marketing companies. • Having evolved from the Australian Wheat Board, which operated as a government statutory marketing authority for 60 years, AWB is now a listed, S&P/ASX 100 Australian company. • AWB markets wheat to more than 50 countries • With the acquisition of Landmark, AWB now offers a unique one-stop shop for Australian farmers, providing finance and risk management solutions across a wide range of agricultural enterprises • Australian footprint includes more than 430 outlets across Australia with a spread of more than 2, 700 employees reaching about 100, 000 farmers • Market capitalisation of over $1. 8 billion; revenues of $9 billion (including Pool revenue) and shareholder funds in excess of $1 billion • Consistently out performed the S&P / ASX 200 since listing

What we’ve achieved • Acquired Landmark in August 2003 for around $825 million enterprise What we’ve achieved • Acquired Landmark in August 2003 for around $825 million enterprise value: ü Integration of Landmark 100% complete ü Cumulative EBIT enhancements for 2003/04 and 2004/05 of $24. 5 million aligned with $20 - $25 million target. • Established fertiliser joint venture – ELF • AWB constructed 21 grain centres with a total capacity of over 3 million tonnes • Strategic focus on customer management, introduction of CMS system • Successful development of international business – Geneva, India • Sold 2. 5 million tonnes to China, the first significant sale since 1996 • Positioned to tap into growing Asian markets • Progressive business expansion

What we are today 100, 000 customers Grain Merch Fertiliser Livestock Wool Real Estate What we are today 100, 000 customers Grain Merch Fertiliser Livestock Wool Real Estate Finance & Insurance $1 bn sales $2. 5 bn loan book $600 m on deposit $150 m premium 2. 0 m cattle $5 -$6 b revenue $1. 2 b sales 1. 2 m tonnes 11 m sheep 500 k bales 2, 700 employees 431 outlets

AWB Limited Group structure Commercial operations Pool Management Services (inc Grain Technology) Grain Acquisition AWB Limited Group structure Commercial operations Pool Management Services (inc Grain Technology) Grain Acquisition & Trading Finance & Risk Management Supply Chain & Other Investments Landmark Pooling operations

Business characteristics Business Stream Pool Management Services: • Manages the pooling and global marketing Business characteristics Business Stream Pool Management Services: • Manages the pooling and global marketing of Australian wheat Drivers • AWB National Pool receival tonnes • AUD/USD exchange rate • Manages grain from point of delivery to point of consumption • US wheat price per tonne Rural Services (Landmark): • Seasonal conditions • Major supplier of agribusiness products and services including merchandise, fertiliser, livestock, wool marketing and real estate • Livestock prices and volume • Wool prices and volume • Crop production Grain Acquisition & Trading: • Responsible for domestic grain trading • Exporting non-wheat grains such as canola and sorghum • Tonnes sold – wheat and other grains • Other origin grains sold • Margins per tonne

Business characteristics (cont. ) Business Stream Drivers Finance & Risk Management: • AWB National Business characteristics (cont. ) Business Stream Drivers Finance & Risk Management: • AWB National Pool receival tonnes • Provides harvest finance against majority of grain delivered to the AWB National Pool • AWB National Pool Payment Options take-up • Range of price risk management products for • Average wheat price growers, domestic and international customers through • Loan book interest rate AWB Risk. Assist Supply Chain & Other Investments: • AWB National Pool receival tonnes • Manages supply chain infrastructure to move grain from paddock to international customers • Receival volume through Grain Centres • Storage period • Price per service

Our scorecard to date NPAT* & production volume Return on equity Share price since Our scorecard to date NPAT* & production volume Return on equity Share price since listing EPS* & dividend *Before significant items

AWB Strategy AWB Strategy

Looking forward… • AWB’s strategy is to be Australia’s leading agribusiness through becoming the Looking forward… • AWB’s strategy is to be Australia’s leading agribusiness through becoming the ‘business partner of choice’ for primary producers and end customers • Execution of this vision will enable AWB to deliver its financial objectives of: – Strengthening core business. – Growing and diversifying to improve the quality of the earnings and reducing the share of ‘Pool’ based earnings.

A solid foundation to our strategy Rural Services AWB’s overarching goal is to implement A solid foundation to our strategy Rural Services AWB’s overarching goal is to implement an Integrated Business Model. . . People and Capability Commodity Management Financial Services In the medium term, AWB expects to be less reliant on Pool related earnings.

Three growth areas… Leading position in Australian rural services Leading rural financial services and Three growth areas… Leading position in Australian rural services Leading rural financial services and insurance provider Australia’s leading global commodity management business • Fertiliser and merchandise are the main areas targeted for growth • Cross selling • Leverage buying power in the network • Improve merchandise and supply chain effectiveness • Increase product base – build on AWB’s natural advantage to provide a wider range of products, better interest rates, and streamline credit processes • Specific areas targeted for growth include lending, deposits, wealth management and general insurance • Continue to focus on mandate to maximise grower returns • Expand the suite of commodities, origins and risks managed • Strengthen the differentiated position for Australian wheat

Key financial targets 2003 2004 2005 3 year target 16. 8 39. 1 43. Key financial targets 2003 2004 2005 3 year target 16. 8 39. 1 43. 5 continual growth ROE (%)* 5. 4 13. 6 13. 8 15 Dividend (cps) 25 25 29 stable dividend EPS (cps)* *Before significant items & amortisation of goodwill and software Diversification has made shareholder return less dependent on season downturns

Financial Performance Year ended 30 September 2005 Financial Performance Year ended 30 September 2005

Diversification pays dividends NPAT before significant items ($m) 2 nd Half NPAT before significant Diversification pays dividends NPAT before significant items ($m) 2 nd Half NPAT before significant items ($m) 1 st Half Production tonnes (m) NPAT before significant items ($m) Production (million tonnes) Financial result – year ended 30 September ($m) 2004 2005 Change (%) PBTA 184. 9 184. 5 (0. 2) NPAT before significant items 96. 9 115. 3 19 Reported NPAT 96. 9 157. 1 62. 1

Financial highlights from the year • AWB demonstrated the effectiveness of its diversification strategy Financial highlights from the year • AWB demonstrated the effectiveness of its diversification strategy and delivered profit before tax, sale of Futuris shares and amortisation (PBTA) of $184. 5 million compared with $184. 9 million in the pcp. • First time AWB has increased its year on year NPAT (before significant items) when it has received lower year on year wheat volumes. • Reported NPAT up 62% on the pcp to $157. 1 million. (including the profit on sale of investment in FCL). • NPAT before significant items was $115. 3 million, up 19% compared to $96. 9 million in the pcp. • Reported EPS was up 59% to 45. 7 cents per share. • Final dividend has increased to 13 cents per share fully franked, bringing the total full year dividend to 29 cps, up 16%. • Landmark integration targets of $24. 5 million achieved since acquisition, against a target of $20 -25 million. • Landmark, Finance & Risk Management and Pool Management Services all demonstrated strong year on year growth.

Significant developments during the year • The Landmark lending book continued its growth to Significant developments during the year • The Landmark lending book continued its growth to over $1. 5 billion, up 41% on the pcp. • AWB maintained its leadership position in the harvest finance market with the AWB harvest loan book peaking at $1. 1 billion. • Deposits increased from $254 m to $550 m. • AWB Group developed its own funding vehicle ‘Rural Trust’ - providing the platform for Landmark loan book growth and strengthened position in agri-finance market. • Expansion of international trading in Geneva. Indian trading operations commenced. • Establishment of strategic partnership in fertiliser with Elders and WMC Resources (now BHP Billiton), including the acquisition of 33% of Hi-Fert. • Pool Management launched their ‘Shaping the Future’ strategy to strengthen their competitiveness in the international wheat market. New offices were opened in Singapore and Beijing. • Positioned to move forward with a more integrated business model.

EBIT summary EBIT summary

Pool Management Services EBITDA – Pool Management Services Full Year Ended 30 September ($m) Pool Management Services EBITDA – Pool Management Services Full Year Ended 30 September ($m) 2005 Change Revenue 95. 2 100. 9 6% EBITDA 32. 6 36. 3 11% Depreciation and amortisation 0. 0 0% EBITDA $m 2004 32. 6 36. 3 11% • Pool Management Services contributed an EBIT of $36. 3 m for the full year, a 11% lift on the pcp. • 20 mt managed through the 2003/04 Pool and 14. 6 mt tonnes through the 2004/05 Pool. • Total base fee for the 2003/04 Pool was $63. 5 m. 90% of the base fee for the 2004/05 Pool is now recognised, providing revenue of $58. 6 m. • Costs allocated to Pool Management Services up 3% on the pcp, mainly due to expansion of AWB’s Asian office network and investment in technology and systems. • Base fee has been de-linked from Pool value and fixed to the cost of providing services to the Pool. The Out Performance Incentive (OPI) structure is now divided into two tiers.

Grain Acquisition & Trading EBITDA – Grain Acquisition & Trading Full Year Ended 30 Grain Acquisition & Trading EBITDA – Grain Acquisition & Trading Full Year Ended 30 September ($m) 2005 Change Revenue EBITDA $m 2004 2207. 2 2348. 4 6% EBITDA 104. 7 77. 9 -26% 1. 9 2. 0 0% 102. 8 75. 9 -26% Depreciation and amortisation EBIT • Grain Acquisition & Trading contributed EBIT of $75. 9 m, 26% below the pcp, attributed mainly to adverse conditions in the Australian grain trading operations. • Expanding international trading business continued to provide favourable trading results and remains a strong platform for the Group. • Chartering continued to perform well through trading freight forward agreements (FFA’s) within predetermined limits. • More difficult trading and seasonal conditions reduced the contribution from Australian Trading. • Livestock trading experienced favourable margins in buoyant market conditions and traded over 65, 000 of cattle.

Supply Chain & Other Investments EBITDA – Supply Chain & Other Investments Full Year Supply Chain & Other Investments EBITDA – Supply Chain & Other Investments Full Year Ended 30 September ($m) 2005 Change Revenue 108. 8 76. 6 -30% EBITDA 14. 5 6. 7 -54% Depreciation and amortisation 12. 7 13. 2 0% EBITDA $m 2004 1. 8 (6. 5) > -100% • Supply Chain & Other Investments incurred an EBIT loss of $6. 5 m for the year, compared to $1. 8 m profit in the pcp. • Grain Centres experienced competitive pressures and difficult seasonal conditions. Receivals of over 1. 3 m tonnes were down from over 1. 8 m tonnes in the pcp. • Melbourne Port Terminal (MPT) and overseas investments overall contribution remained steady. • MPT’s contribution to the Group decreased compared to the pcp, primarily due to lower throughput volumes for the year. • Overseas investments maintained their EBIT contributions at a comparable level to the previous year.

Finance & Risk Management Products EBITDA – Finance & Risk Management Products Full Year Finance & Risk Management Products EBITDA – Finance & Risk Management Products Full Year Ended 30 September ($m) 2005 Change Revenue 1284. 2 701. 6 -45% EBITDA 31. 7 36. 3 15% Depreciation and amortisation 0. 0 0% EBITDA $m 2004 31. 7 36. 3 15% • The EBIT contribution from Finance & Risk Management Products was $36. 3 m for the year, 15% higher than the pcp. • AWB’s Harvest Finance market share remains stable, reflecting AWB’s extensive industry expertise. • The contribution from Harvest Finance products decreased compared to the pcp mainly due to lower wheat prices and production. • AWB’s Risk Management business performed well, mainly attributable to increased activity from the OTC desk in the Portland office. • Strong contribution from Treasury Management.

Landmark EBITDA – Landmark Full Year Ended 30 September ($m) 2005 Change Revenue 1646. Landmark EBITDA – Landmark Full Year Ended 30 September ($m) 2005 Change Revenue 1646. 2 1682. 6 2% EBITDA 93. 0 94. 3 1% Depreciation and amortisation 16. 3 13. 0 0% EBITDA $m 2004 76. 7 81. 3 6% • Landmark contributed an EBIT of $81. 3 m for the year, 6% higher than the pcp. • Merchandise and fertiliser sales increased by 3% compared with the pcp. • Livestock gross profit was comparable to the pcp. Higher cattle prices offset by reduced volumes and lower sheep prices offset by higher volumes. • Real Estate sales increased by 5% on the pcp. Increase in prices driven by excellent demand for prime rural property. • Wool gross profit was down by 7% on the pcp, primarily due to a reduction in wool prices and a reduction in volumes. • Finance gross profit increased on the pcp. 41% increase in the loan book to a balance of $1. 6 b. Interest bearing deposits increased 86% to $550 m. • Insurance gross profit increased compared with the pcp.

Corporate Items EBITDA – Corporate Items Full Year Ended 30 September ($m) EBITDA $m Corporate Items EBITDA – Corporate Items Full Year Ended 30 September ($m) EBITDA $m 2004 2005 3. 0 246. 4 > 100% EBITDA 2003 Change Revenue 2002 2005 (15. 1) (0. 3) -98% 52. 3 51. 1 -2% (67. 4) (51. 4) -24% Depreciation and amortisation EBIT • Corporate division contributed an EBIT expense of $51. 4 m, compared with a $67. 4 m expense in the pcp. • Decrease in Corporate overheads mainly due to non-recurring integration and restructuring costs associated with Landmark acquisition incurred in the pcp.

Outlook Outlook

Outlook – Commodity Management AUD is expected to weaken against the US into late Outlook – Commodity Management AUD is expected to weaken against the US into late 2005 and early 2006 • Continued offshore expansion within the Group is expected. 540 490 World Consumption 6 F 5 05 /0 4 04 /0 20 3 03 /0 20 2 02 /0 20 1 01 /0 20 00 /0 /0 0 20 /9 9 World Production 99 98 /9 8 97 /9 7 96 /9 6 95 /9 5 94 /9 4 440 20 • 590 93 Global wheat consumption will continue to increase and remain ahead of world production (2005/06 consumption forecast is 619 mt) 640 /9 3 • World wheat production in 2005/06 is estimated to be around 608 m tonnes, around 17 m tonnes less than the previous season. World Wheat Production & Consumption 92 • AWB’s 2005/06 forecast for domestic wheat production is 23 -25 m tonnes Tonnes (million) •

Outlook – Financial Services • Landmark remains a genuine alternative to the banks, with Outlook – Financial Services • Landmark remains a genuine alternative to the banks, with complete lending solutions offered through the Group’s recently established ‘Rural Trust. ’ • Lending growth for the last year was well above the industry trend and that growth is expected to continue going forward.

Outlook – Rural Services • Australian beef exports remain strong and are still benefiting Outlook – Rural Services • Australian beef exports remain strong and are still benefiting from the absence of US and Canadian beef exporters in our traditional markets. • Some potential for softening of livestock prices when the US regains market access into the Korean and Japanese markets. • Merchandise and fertiliser looks promising with good seasonal conditions also supported by Landmark business set to benefit from synergy benefits. • In the Real Estate market, property prices are expected to ease after a strong two years. • Wool prices are expected to remain flat in the short term, as they remain highly sensitive to the AUD/USD exchange rate.

Outlook – AWB Group profit for 2006 AWB is expecting pre tax profits to Outlook – AWB Group profit for 2006 AWB is expecting pre tax profits to be around 10% higher than this year’s PBTA of $184. 5 million, subject to normal seasonal and operating conditions. A more robust business platform and improvements in key market drivers will support the lift.

www. awb. com. au For more information contact: Delphine Cassidy Head of Investor Relations www. awb. com. au For more information contact: Delphine Cassidy Head of Investor Relations Ph: +61 3 9209 2404 Email: [email protected] com. au

Supplementary information Supplementary information

Landmark – our acquisition Landmark – our acquisition

Landmark back office integration complete Integration Integrated Business Model “generating new revenue growth opportunities” Landmark back office integration complete Integration Integrated Business Model “generating new revenue growth opportunities” 1. Customer Management Back office integration is complete, our focus has shifted to implementation of the IBM 2. Product Development 3. Channel Strategy Integrated customer management developed across the distribution network combining systems and processes to better understand serve our customers New products and bundles being developed incorporating products from across Landmark and AWB range to better meet our customers needs Channel management to optimise AWB-Landmark’s combined distribution network

Major Exporters Canada European Union 25 Production Exports 25. 5 16. 0 122. 7 Major Exporters Canada European Union 25 Production Exports 25. 5 16. 0 122. 7 14. 5 25. 86 15. 0 136. 7 13. 5 23. 5 15. 8 106. 9 10. 93 USA Production Exports 57. 11 27. 22 58. 7 28. 6 63. 8 31. 6 2004/05* 2003/04* 2002/03 (mmt) Australia Argentina Production Exports 22. 5 16. 0 12. 1 6. 8 21. 5 14. 8 16. 0 10. 5 26. 2 18. 03 14. 0 9. 4 * 2003/04 & 2004/05 – forecast Source: USDA

Minor Exporters Kazakhstan Production 11. 0 Ukraine Exports 3. 5 Production Exports 9. 95 Minor Exporters Kazakhstan Production 11. 0 Ukraine Exports 3. 5 Production Exports 9. 95 3. 2 19. 0 5. 5 11. 5 4. 5 17. 5 3. 8 3. 6 Russia Production Exports 48. 0 10. 0 45. 3 6. 0 34. 1 3. 1 0. 07 China Production Exports 95. 0 1. 0 92. 0 1. 2 86. 5 2. 82 India Production Exports 72. 0 Pakistan 2004/05* 0. 5 72. 0 Production Exports 65. 1 5. 7 20. 05 2003/04* 19. 0 0. 05 2002/03 (mmt) 19. 2 0. 2

Wheat production in Australia Wheat production in Australia