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Transcript of 1. 2 AGENDA Overview Group Results Divisional Results Strategy Conclusion.
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AGENDA
Overview
Group Results
Divisional Results
Strategy
Conclusion
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Market leading positions
Strong platforms for future growth
Positioned in industries experiencing structural but cyclical growth
Significant annuity income streams
Entrepreneurial culture to drive next growth phase
IMPERIAL TODAY
Strengths Current Issues
Generally challenging trading conditions
Significant motor market slowdown expected to continue for longer
Eliminating non-core and large problem businesses
Weak return on capital in some areas
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SALIENT FEATURES
7.4%7.3%Operating margin
R2.2 bnR2.3 bnOperating profit
10.2%10.5%EBITDA margin
R3.1 bnR3.3 bnEBITDA
(R500 m)Profit attributable to shareholders
(R1.6 bn)Discontinued operations
H1 FY 2008
R1.25 bn
R31.7 bn
550.6 cents
H1 FY 2008
H1 FY 2007
(15.0%)
3.7%
(19.4%)
% Change
Net profit
Revenue
Headline earnings per share
Continuing operations
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DISCONTINUED OPERATIONS - AVIATION
Process followed Three transaction advisors
– US, Europe and SA Information Memorandum to
35 interested parties 7 shortlisted bidders ACL sold separately
Transaction progress ACL sale complete and settled at
€22.5 m, €18.7m loans repayable in May 08
Naturelink concluded, CP’s pending Safair and SLF non-binding MOU
signed in December Final contract negotiations
underway
Rm
848Total impairment
184Liability Indemnity
50Loan Impairment
105
112
165
295
Air Contractors – goodwill
SLF (mostly deferred tax and aircraft)
Parts
Aircraft
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DISCONTINUED OPERATIONS - CVH (Tyco)
Management actions Termination of distribution agreements and continuation of dealer network – OEM’s assuming
distribution and assembly Aggressive reduction of inventories through the appointment of a dedicated liquidation team Careful planning of dealer network Assistance to OEM’s for smooth handover to optimise customer service
Reasons for losses Large orders to compensate for long lead times Over-generous buy-back and maintenance obligations
given to effect sales Product deficiencies
Rationale for closure Long order lead times and working capital cycle
‒ excessive stock holding‒ forex risk
Vehicle margins too low to compensate for the above Low market shares in DAF and Renault
690Total closure costs
50Debtors
90Closure costs
42Spare parts
200
128
180
Vehicle stock
Maintenance obligations
Buy-back agreements
Rm
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Group Results
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INCOME STATEMENT EXTRACTS
(34.1%)12783Associates
10(83)Lereko fair value adjustment
48.9%(358)(533)Interest, fair value adjustments and forex movements
Profit from continuing operations 1 250 1 470 (15.0%)
3.7%30 52631 670Revenue
H1 FY 2007H1 FY 2008R million % change
2 2492 300Operating profit 2.3%
7.37%7.26%Operating margin
106(1 583)Discontinued operations – trading income and fair value loss
1 429(500)Own shareholders’ attributable income
13.6%(147)(167)Minorities
Taxation 517 616 (16.1%)
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(34.1%)12783Associates
10(83)Lereko fair value adjustment
48.9%(358)(533)Interest, fair value adjustments and forex movements
Taxation 517 616 (16.1%)
3.7%30 52631 670Revenue
H1 FY 2007H1 FY 2008R million % change
2 2492 300Operating profit 2.3%
7.37%7.26%Operating margin
INCOME STATEMENT EXTRACTS
Profit from continuing operations 1 250 1 470 (15.0%)
106(1 583)Discontinued operations – trading income and fair value loss
1 429(500)Own shareholders’ attributable income
13.6%(147)(167)Minorities
Margins held up despite market downturn
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Profit from continuing operations 535.5 1 470 (15.0%)
106Discontinued operations – trading income and fair value loss
1 429(500)Own shareholders’ attributable income
13.6%(147)(167)Minorities
INCOME STATEMENT EXTRACTS
(34.1%)12783Associates
10(83)Lereko fair value adjustment
48.9%(358)(533)Interest, fair value adjustments and forex movements
Taxation 517 616 (16.1%)
3.7%30 52631 670Revenue
H1 FY 2007H1 FY 2008R million % change
2 2492 300Operating profit 2.3%
7.37%7.26%Operating margin
1 250
(1 583)Up due to interest rate rise and
higher debt
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Profit from continuing operations 1 250 1 470 (15.0%)
106(1 583)Discontinued operations – trading income and fair value loss
1 429(500)Own shareholders’ attributable income
13.6%(147)(167)Minorities
(34.1%)12783Associates
10(83)Lereko fair value adjustment
48.9%(358)(533)Interest, fair value adjustments and forex movements
Taxation 517 616 (16.1%)
3.7%30 52631 670Revenue
H1 FY 2007H1 FY 2008R million % change
2 2492 300Operating profit 2.3%
7.37%7.26%Operating margin
INCOME STATEMENT EXTRACTS
Due to Imperial share price movement
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INCOME STATEMENT EXTRACTS
(34.1%)12783Associates
10(83)Lereko fair value adjustment
48.9%(358)(533)Interest, fair value adjustments and forex movements
Taxation 517 616 (16.1%)
3.7%30 52631 670Revenue
H1 FY 2007H1 FY 2008R million % change
2 2492 300Operating profit 2.3%
7.37%7.26%Operating margin
Profit from continuing operations 1 250 1 470 (15.0%)
106(1 583)Discontinued operations – trading income and fair value loss
1 429(500)Own shareholders’ attributable income
13.6%(147)(167)Minorities
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BALANCE SHEET EXTRACTS
27.231.5
4.45.4Net working capital2.8Net assets held for sale
3.84.0Investments, loans and other non current assets1.21.4Vehicles for hire6.75.7Leasing assets2.63.1Transport fleet5.05.7Property, plant & equipment2.52.4Investments in associates and joint ventures1.01.0Intangibles
Rbn H1 FY 2007H1 FY 2008
2.32.5Financial and other liabilities1.51.6Insurance funds0.30.4Perpetual preference shares
10.614.7Net interest-bearing debt (net of cash)
12.512.3Shareholders’ funds27.231.5
82%119%Net gearing
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BALANCE SHEET EXTRACTS
27.231.5
4.45.4Net working capital2.8Net assets held for sale
3.84.0Investments, loans and other non current assets1.21.4Vehicles for hire6.75.7Leasing assets2.63.1Transport fleet5.05.7Property, plant & equipment2.52.4Investments in associates and joint ventures1.01.0Intangibles
Rbn H1 FY 2007H1 FY 2008
2.32.5Financial and other liabilities1.51.6Insurance funds0.30.4Perpetual preference shares
10.614.7Net interest-bearing debt (net of cash)
12.512.3Shareholders’ funds27.231.5
82%119%Net gearing
Investment indealership properties
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H1 FY 2007H1 FY 2008
BALANCE SHEET EXTRACTS
27.231.5
4.45.4Net working capital2.8Net assets held for sale
3.84.0Investments, loans and other non current assets1.21.4Vehicles for hire6.75.7Leasing assets2.63.1Transport fleet5.05.7Property, plant & equipment2.52.4Investments in associates and joint ventures1.01.0Intangibles
Rbn H1 FY 2007H1 FY 2008
2.32.5Financial and other liabilities1.51.6Insurance funds0.30.4Perpetual preference shares
10.614.7Net interest-bearing debt (net of cash)
12.512.3Shareholders’ funds27.231.5
82%119%Net gearing
Reduced by reclassification toassets held for sale
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BALANCE SHEET EXTRACTS
27.231.5
4.45.4Net working capital2.8Net assets held for sale
3.84.0Investments, loans and other non current assets1.21.4Vehicles for hire6.75.7Leasing assets2.63.1Transport fleet5.05.7Property, plant & equipment2.52.4Investments in associates and joint ventures1.01.0Intangibles
Rbn H1 FY 2007H1 FY 2008
2.32.5Financial and other liabilities1.51.6Insurance funds0.30.4Perpetual preference shares
10.614.7Net interest-bearing debt (net of cash)
12.512.3Shareholders’ funds27.231.5
82%119%Net gearing
Aviation, CVH and Tourvest to beconverted to cash
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BALANCE SHEET EXTRACTS
27.231.5
4.45.4Net working capital2.8Net assets held for sale
3.84.0Investments, loans and other non current assets1.21.4Vehicles for hire6.75.7Leasing assets2.63.1Transport fleet5.05.7Property, plant & equipment2.52.4Investments in associates and joint ventures1.01.0Intangibles
Rbn H1 FY 2007H1 FY 2008
2.32.5Financial and other liabilities1.51.6Insurance funds0.30.4Perpetual preference shares
10.614.7Net interest-bearing debt (net of cash)
12.512.3Shareholders’ funds27.231.5
82%119%Net gearing
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CASH FLOW
(1 832)(1 809)Expansion capex and acquisitions
(2 874)(3 041)Cash flow from investing activities
(1 429)(3 976)New funding raised (net of cash)
(542)(683)Payments to shareholders
(397)(280)Investments & loans
(645)(952)Replacement capex
1 987(252)Cash flow from operating activities
(1 225)(1 212)Interest and tax
(230)(2 459)Net working capital movements
3 4423 419Cash generated by operations
H1 FY 2007H1 FY 2008Six months to December
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CASH FLOW
(1 832)(1 809)Expansion capex and acquisitions
(2 874)(3 041)Cash flow from investing activities
(1 429)(3 976)New funding raised (net of cash)
(542)(683)Payments to shareholders
(397)(280)Investments & loans
(645)(952)Replacement capex
1 987(252)Cash flow from operating activities
(1 225)(1 212)Interest and tax
(230)(2 459)Net working capital movements
3 4423 419Cash generated by operations
H1 FY 2007H1 FY 2008Six months to December
Terex/New HollandDealership inventories
Logistics debtors
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CASH FLOW
(1 832)(1 809)Expansion capex and acquisitions
(2 874)(3 041)Cash flow from investing activities
(1 429)(3 976)New funding raised (net of cash)
(542)(683)Payments to shareholders
(397)(280)Investments & loans
(645)(952)Replacement capex
1 987(252)Cash flow from operating activities
(1 225)(1 212)Interest and tax
(230)(2 459)Net working capital movements
3 4423 419Cash generated by operations
H1 FY 2007H1 FY 2008Six months to December
Includes R1.4 bn of revenue producing assets
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CASH FLOW
(1 832)(1 809)Expansion capex and acquisitions
(2 874)(3 041)Cash flow from investing activities
(1 429)(3 976)New funding raised (net of cash)
(542)(683)Payments to shareholders
(397)(280)Investments & loans
(645)(952)Replacement capex
1 987(252)Cash flow from operating activities
(1 225)(1 212)Interest and tax
(230)(2 459)Net working capital movements
3 4423 419Cash generated by operations
H1 FY 2007H1 FY 2008Six months to December
• No interim dividend recommended• Intention to resume dividend policy at year end• R1.2 bn IPL2 Bond settled mainly from internal sources,
balance from bank facilities• Extensive liquidity facilities available
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CASH FLOW
(1 832)(1 809)Expansion capex and acquisitions
(2 874)(3 041)Cash flow from investing activities
(1 429)(3 976)New funding raised (net of cash)
(542)(683)Payments to shareholders
(397)(280)Investments & loans
(645)(952)Replacement capex
1 987(252)Cash flow from operating activities
(1 225)(1 212)Interest and tax
(230)(2 459)Net working capital movements
3 4423 419Cash generated by operations
H1 FY 2007H1 FY 2008Six months to December
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Divisional Results
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DIVISIONS
Dealerships30.4%
Distributors25.4%
Logistics - South and Southern Africa
14.1%
Logistics - Europe
11.9%
Leasing and CapitalEquipment
10.1%
Car Rental4.2%
Insurance4.0%
-16.7
-10.8
-3.0
21.0
12.0
24.2
55.2
Car Rental
Logistics - Europe
Distributors
Leasing and Capital Equipment
Logistics – South and Southern Africa
Dealerships
Insurance
Revenue Growth by Division (%)Revenue by Division
Dealerships9.9%
Distributors19.9%
Logistics - South and Southern Africa 16.4%
Logistics - Europe8.3%
Leasing and Capital Equipment
28.2%
Car Rental8.3%
Insurance9.0%
Logistics - Europe
-46.0
-27.5
-16.8
83.0
14.0
12.0
53.0
Distributors
Car Rental
Leasing and Capital Equipment
Logistics – South and Southern Africa
Dealerships
Insurance
Operating Profit Growth by Division (%)Operating Profit by Division
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LOGISTICS – South and Southern Africa
Operating profit
Operating margin% of group∆ %R’m
Revenue
Increased margin despite 31% higher fuel price which increased revenue by R91 million without an increase in operating profit
FMCG (primarily non-durables) distribution business contributes 38% to revenue
– Steady performance for the half year– Possible moderation from second half, overall growth still positive
Urgent attention was given to isolated problem areas and working capital position
Steady increase in penetration into higher value added services Large blue chip customer base
368 7.9%14 16.0 8.0%
4618 200712 14.6 2008
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Petrochemical16%
FMCG38%
Household Goods2%
4PL Companies3%
Packaging5%
Mining & Minerals5%
Technology2%
Agriculture2%
Forestry & Paper5%
Construction9%
Chemical7%
Automotive6%
IMPERIAL LOGISTICS INDUSTRY PRESENCE
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LOGISTICS – Europe
Good performance of German economy, particularly steel and auto Excellent half year – extra month contributed R15 m to attributable profit All divisions - inland waterways, bulk and container terminals and Panopa
Logistics – performed well Three new acquisitions: Laabs and Food Tankers (liquid bulk transport in
Europe) and Rijnaarde, inland waterway chartering in the Netherlands started positively
Exciting new developments planned– 25,000 m² spare parts centre in Herten– expansion of the terminal facilities in Cologne– doubling of container space in Düsseldorf and Duisburg– two new container terminals in the Lower Rhine region– expansion of inland waterway fleet
Operating profit
Operating margin% of group∆ %R’m
Revenue
187 3.2%83 8.1 4.8%
3898 200721 12.3 2008
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LEASING AND CAPITAL EQUIPMENT
Capital equipment business the main contributor All major contracts performing well Attractive new large contracts won Strong demand and high utilization in plant hire Terex and New Holland distributorships gained momentum The passenger and commercial vehicles in rest of Africa performed well,
although partially from de-fleeting New opportunities being pursued in Botswana, Nigeria, Rwanda and
Swaziland Good growth from SA leasing - units growing by 13% y-o-y
27.653.0635Operating profit
Operating margin
19.4
2007
19.2
2008
% of group∆ %R’m
3314 10.555.2Revenue
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CAR RENTAL
8.112.0186Operating profit
Operating margin
15.1
2007
13.7
2008
% of group∆ %R’m
1362 4.324.2Revenue
Operating margins in car rental business maintained Rental days 11% up, pre-tax profit 5% up due to higher
interest cost Division’s results exclude Tourvest Major brand repositioning after long term renewal of Europcar franchise Exclusive in and outbound referral agreements with National and Alamo New business from government, construction and energy, and
low cost airlines Good revenue growth but lower margins in Auto Pedigree Springbok Atlas sales 16% up, working closely with 2010 LOC New markets developed in China, Taiwan, Portugal, Spain and
Middle East
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DISTRIBUTORS
19.5(27.5)448Operating profit
Operating margin
6.6
2007
5.4
2008
% of group∆ %R’m
8318 26.3(10.8)Revenue
(AMH, UK and SA parts businesses, NAC and Australian dealerships)
Difficult trading in AMH due to interest rates and NCA
Appropriate measures were taken to streamline the
business to ensure future acceptable returns whilst exploring
opportunities for growth
NAC performed well as previous problem areas in the contracts and
maintenance divisions have been rectified - good aircraft sales and
order book
Reconsidering the future of UK parts activities
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DEALERSHIPS
9.7(16.8)223Operating profit
Operating margin
2.6
2007
2.2
2008
% of group∆ %R’m
9958 31.4(3.0)Revenue
Pressure on the affordability of new and used vehicles Weak market to be seen against three prior years of
extraordinary growth in vehicle sales Investment in new facilities continued as we are confident that the
market will turn and parts and service operations will continue to grow
Margins on used vehicles now starting to improve Well represented in commercial vehicles where demand remains high Satisfactory performance from UK DAF dealerships
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Decline in premium income‒ NCA (monthly instead of annual or term policies)‒ downturn in the motor market
Regent Insurance premiums steady but Regent Life 47% down Number of policies written now almost back to pre NCA level,
however lapses rose Underwriting results remained strong - combined underwriting
result 62% higher at R139 million Investment income down on weak equity markets Year-on-year difference in investment income had a major impact
on group profitability
INSURANCE
8.8(46.1)202Operating profit
% of group∆ %R’m
1317 4.2(16.7)Revenue
(Regent Insurance, Regent Life and Imperial Re)
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PRIMARY ASSOCIATES
3825Discontinued operations
(1)(87)Renault
H1 FY 2007H1 FY 2008
43
127
24Other
104Imperial Bank
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Strategy
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Rationalise portfolio to create a more coherent group of businesses
Bolster group’s financial strength through disposals and unbundling
Focus on capital discipline and returns
‒ balance growth and return targets
‒ drive returns through focusing on increased utilization of existing assets/investments
‒ focus on capital allocation and return optimization at business unit level
Pursue asset-light opportunities that are adjacent to current businesses
OVER-RIDING STRATEGIC IMPERATIVES
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Rationale for completed and soon to be realised divestments
– Underperformance• CVH• Aviation
– Capital intensive businesses• Leasing and capital equipment• Aviation
– Strategic fit• Tourvest
Low growth / weak profitability
Consumed disproportionate amount of capital
Subscale and complex with limited synergies
STRATEGIC STEPS
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STRATEGY: WHAT’S THE MARKET OPPORTUNITY?Corporate/Industrial
* Based on December 2007 interim results excluding head office and eliminations
CAPITALOPERATING PROFIT
LOGISTICS
Customer Requirement• Materials and products –
management, planning, storage and delivery
Imperial’s Solution• End-to-end across the
logistics chainKey Drivers
• Market increase in industrial and construction activity
• Step-change in scale of consumer/retail market
• Secular shift towards outsourcing and supply chain management
CAPITALOPERATING PROFIT
CAR RENTALAND TOURISM
Customer Mobility Requirement• People – facilitate vehicle useage
and transport of touristsImperial’s Mobility Solution
• Large, branded and accessible vehicle rental and coach network
Key Drivers• Relatively underdeveloped public
transport infrastructure• Continued growth in international
inbounds (incl WC 2010)• Rapid emergence of domestic
business travel/leisure market
R5 88634%
R575m34%
MOTOR AND FINANCIAL SERVICES
Customer Requirement• People – facilitate vehicle
ownership and financial securityImperial’s Solution
• Broad range of vehicles integrated with value for money financial products
Key Drivers• Relatively underdeveloped
public transport infrastructure• Higher levels of economic
participation/activity and credit extension
• Growing “ownership bias” given status and safety implications
• Further benefits from integrated retail and financial services
CAPITALOPERATING PROFIT*
R9 598m55%
R873m 54%
R1 965m11%
R186m12%
Consumer
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Inboundtransportation
Warehousing Distribution
TRADITIONAL SERVICE OFFERING
Inboundtransportation
Freight forwarding& clearing
ProcurementProduction
planningPackaging &
MerchandisingInventory
management Warehousing Distribution
System integration
ENVISAGED SERVICE OFFERING
Potential areas of asset-light opportunity
LOGISTICS STRATEGY
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Focus on familiar businesses (motor and European logistics) with adequate returns instead of turnaround opportunities
Imperial Logistics International has
– highly sought-after bulk and container terminals
– important inter-modal transport solutions
– an inland waterway transport business of considerable scale, and
– a highly sophisticated 4PL business
Steadily building on UK dealership base Returning Australian dealership group to profitability
INTERNATIONAL STRATEGY
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LEASING AND FLEET MANAGEMENT (EQSTRA) - UNBUNDLING
Refine business focus of Imperial and reduce exposure to capital intensive businesses
Create a new listed entity with a sharp focus on capital intensive leasing and infrastructure related activities
Capitalise on fixed investment spending and the demand for commodities
Attract higher leverage than Imperial as a whole Unlock balance sheet capacity and growth potential
for Imperial and Eqstra
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EQSTRA UNBUNDLING
Status Timing Funding of Eqstra Expected gearing levels Future of Imperial Capital Treasury functions Board
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ILLUSTRATIVE PRO FORMA BALANCE SHEET AFTER UNBUNDLING
4.1(1.3)-
3.7(0.3)1.50.10.3(5.4)3.1-5.4(0.3)2.4-1.0-
2007 afterthe unbundling
pro forma
2007UnbundlingAdjustments
2.0(0.5)1.6-0.4-
10.0(4.7)
10.3(2.0)
24.3(7.2)
24.3(7. 2)Net working capitalNet assets held for saleInvestments, loans and other non current assetsVehicles for hireLeasing assetsTransport fleetProperty, plant & equipmentInvestments in associates and joint venturesIntangibles
Rbn
Financial and other liabilitiesInsurance fundsPerpetual preference shares
Net interest-bearing debt (net of cash)
Shareholders’ funds
5.42.8
4.01.45.73.15.72.41.0
2007 beforeUnbundling
2.51.60.4
14.7
12.3
31.5
31.5
2.8
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Pro forma debt position after restructuring
Debt/equity
Reduction due to unbundling
Estimated proceeds from disposals
Net debt
EquityDebtR bn
ILLUSTRATIVE DEBT (PRO FORMA)
120%
0.6
61%
(2.0)
14.7
* Majority to be received within 24 months. Balance over 5 years
6.6
(4.7)
12.3
10.9
(3.4)*
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Conclusion
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STRATEGY SUMMARY
Strategy
‒ focus on balancing growth and return/efficiency targets
‒ increase returns through asset-light activities in adjacent business sectors
Underlying drivers of current initiatives:
‒ fix, sell or close underperforming businesses
‒ achieve healthy, sustainable returns
‒ focus on simple, logical business groupings
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Difficult trading conditions will continue in the short to medium term
Logistics and Eqstra to continue performing well with some moderation
Car rental will carry once-off costs of rebranding
Balance sheet capacity freed up
Opportunities for growth will be pursued selectively
Imperial exposed to strongly growing sectors
OUTLOOK
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QUESTIONS
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Appendix
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SCALE OF OPERATIONS
- Earth moving equipment
- New
- Used
Vehicles sold
- Trucks
- Forklifts
- Passenger and light commercials
Owned fleets
% Change
(0.2)
4.5
(0.2)
(18.3)
11.2
26.4
H1 FY 2008
41 447
10 910
34 507
50 141
6 196
1 555
41 521
10 441
34 592
61 404
5 573
1 230
H1 FY 2007
Invested in future expansion (6.3)R2.09 bn R2.23 bn