Investor Presentation -...
Transcript of Investor Presentation -...
© Welbilt, Inc.© Welbilt, Inc.
Investor Presentation
February 26, 2018
© Welbilt, Inc.© Welbilt, Inc.
Safe Harbor Statement
2
Any statements in this presentation regarding our business that are not
historical facts are “forward-looking statements”. These statements are
based on the current expectations of the management of the company and
our future results could differ materially from any express or implied
projections or forward-looking statements made today. Our actual results
may be affected by many important factors, including risks and uncertainties
identified in our press releases and in our SEC filings. We do not undertake
any obligation to publicly update or revise any forward-looking statement,
whether as a result of new information, future events, or other
circumstances.
© Welbilt, Inc.© Welbilt, Inc.© Welbilt, Inc.© Welbilt, Inc.
Agenda1. Welbilt Introduction2. Global Foodservice Equipment Industry 3. Strategy4. Financials
© Welbilt, Inc.© Welbilt, Inc.
Welbilt at a Glance
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Offering: Full-line of hot/cold products & systems
End Markets: All commercial kitchen operatorsChannels: 3500+ distributors & dealersEmployees: Approx. 5,400 globallyPresence: 46 locations in 14 countries Capabilities: World class design, manufacturing,
parts & service
2017 Revenue $1.45B
72% Americas
17% EMEA
11% APAC
by Region
by End Market1 by Channel2
Other 2%
Retail 8%
Business & Industry 10%
Education 6%
Healthcare 8%
Travel & Leisure 8%
Restaurants58%
Other General Markets 5%
Key Accounts 22%
Other Chains 6%
Dealers,Distributors,Buying Groups64%
1Estimate for WBT Americas 2Reflects gross sales for 2017. Includes all third party product sales.
Dealers,Distributors,
Buying Groups
67%
© Welbilt, Inc.© Welbilt, Inc.
Our heritage in the industry stretches back over a century, and our experience and expertise has grown tremendously over the years
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1902 1945 1971 1995 20152008 20161966 1993 1997
1851 1910 1994 1995 1999 2000 2002 2004 20081982
Berisford 1929Henry and Alexander Hirsch establish the Welbilt Stove Co.
1995Berisford acquires Welbilt Corp. in the United States
1955Welbilt acquires Detroit-Michigan Stove Co (parent company of Garland) to become Welbilt Corp.
1982Frymaster joins the portfolio
1989Cleveland Range and Merco join the portfolio
1994Lincoln joins the portfolio
2000Berisford changes its name to Enodis
1998-1999Convotherm and Delfield join the portfolio
2008The Manitowoc Company acquires Enodis
1966Manitowoc Ice begins producing ice-machines
1995MTW acquires Kolpak
2000Merrychef and Multiplex join the portfolio
2016Manitowoc Foodservice spins-off from The Manitowoc Company
2015MFS launches its fitkitchen (“food inspiring technology”) initiative
2017Manitowoc Foodservice changes its name to Welbilt
© Welbilt, Inc.© Welbilt, Inc.
Full Line Product Offering with Leading Brands that command #1 or #2 market share positions
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CommercialFryers, Hot Holding
Beverage Equipment
Cold products (~40-45% revenue) Hot products (35-40% revenue) Parts & Service(~15-20% revenue)
Walk-inRefrigeration
Refrigeration &Prep. Stations
Ranges, Grills, Induction Steamers, Kettles & Skillets
Combi, Conveyor & High Speed Ovens
Ice-cubemachines
System Solutions Aftermarket Parts
© Welbilt, Inc.© Welbilt, Inc.
Top 5 Global End Customers
Long Standing Customer Relationships with large End Customers as well as US Channel Partners
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Large End Customers typically designated as “Key Accounts”
US Channel Partners typically referred to as “General Market”
2017
Customer % of FY17 Revenue
# ofYears¹
End Customer 1 7.7% 55End Customer 2 3.8% 28End Customer 3 3.0% 58End Customer 4 2.3% 36End Customer 5 2.1% 51
2017
Customer % of FY17 Revenue
# ofYears¹
Dealer Customer 1 6.1% 30Dealer Customer 2 4.5% 9Dealer Customer 3 4.4% 9Dealer Customer 4 2.8% 29Dealer Customer 5 2.4% 23
Top 5 North America Buying Group Customers
Over 45 years average relationship with our top 5 end customers and
20 years average relationship with our top 5 dealer customers
1Source: Company estimates.
© Welbilt, Inc.© Welbilt, Inc.
2018U.S. Foodservice Equipment Needs1
Stable Revenue Base from Significant Replacement Demand and Large Installed Base
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Predictable product replacement cycles support stable Welbilt revenue
Provides recurring, higher margin revenue and aids in maintaining customers
Over 75% of demand expected to be driven by replacement and renovations in 2018,
supporting stable revenue base
~15-20% of revenue generated by stable KitchenCare aftermarket
parts and service offering
KitchenCare
KitchenCare protects, services, and maintains foodservice equipment throughout the product lifecycle
Each new piece of Welbilt equipment comes with KitchenCare warranty Multiple levels of support available, depending on customer needProvides a stable source of recurring revenue
1 Foodservice Equipment and Supplies
Replacement51%
New Construction12%
Eco Friendly5%Site Expansion/
Add’l Dayparts6%
Renovations26%
© Welbilt, Inc.© Welbilt, Inc.
Awards & Recognitions for Leading Product Innovations
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© Welbilt, Inc.© Welbilt, Inc.© Welbilt, Inc.© Welbilt, Inc.
Agenda1. Welbilt Introduction2. Global Foodservice Equipment Industry 3. Strategy4. Financials
© Welbilt, Inc.© Welbilt, Inc.
SteadilyGrowing
FoodserviceIndustry
Positive Industry Fundamentals
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Population & Income Growth
Health & Safety
New Concepts & New Markets
© Welbilt, Inc.© Welbilt, Inc.
Changing parameters for the Foodservice Equipment Market
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Growing World PopulationPopulation tripled since 1950s;set to reach 9 billion by 2050
Augmenting per Capita IncomeExpected to exhibit continuedgrowth over 2015-2030 period
Enduring Customer Growth
Positive outlook for GM and QSRs with relatively
low volatility
Progressing Customer NeedsHigher focus on
customized & connected solutions, design, services
Changing Competitive LandscapeConsolidating industry with new
entrants and growing digital focus
Growing Global Competition Competition for and from new
markets e.g. Brazil, India, Nigeria
Increasing Consumer Choices
New / innovative dining concepts sought beyond
the mainstream
Evolving Consumer Lifestyles
Nutrition & safety top of mind, growing
customization demand
CAGR* 2.5%
CAGR* 2.9%
20.2 20.7 21.2 21.8 22.4 23.1
2015 2016 2017 2018 2019 2020*CAGR = Compound Annual Growth Rate
Global Industry Development [in $ bn]
© Welbilt, Inc.© Welbilt, Inc.
47 Years of Restaurant-Industry1 Sales Demonstrate Non-Cyclicality of Foodservice Industry
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Real (inflation-adjusted) percentage growth
(3.0)
(2.0)
(1.0)
0.0
1.0
2.0
3.0
4.0
5.0
6.0
1971 1976 1981 1986 1991 1996 2001 2006 2011 2016
1 National Restaurant Association defines restaurant industry as encompassing all meals prepared away from home including all takeout meals and beverages.Source: National Restaurant Association, 2017 Restaurant Industry Forecast
© Welbilt, Inc.© Welbilt, Inc.
Global Health & Food Safety Concerns also Drive Foodservice Equipment Demand
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• Food safety a top priority
• Professional foodservice equipment facilitates proper food handling and reduces the risk of infection
• Environmental sustainability
• Reduction of unusable portions and waste
• Preventing premature food spoilage
“Americans' Spending on Dining Out Just Overtook Grocery Sales”April 14, 2015
“Celebrity Chefs Hope to Press Congress on Food Waste”May 25, 2016
“Food Shippers in the U.S. Face New Rules”April 5, 2016
“Food safety: Five things to watch out for”May 23, 2016
“4 surprising ways warmer temperatures will change our food”April 5, 2016
“Hotel Ice Machines Could Be Making You Sick”February 14, 2018
© Welbilt, Inc.© Welbilt, Inc.
Foodservice Operator Cost Pressures Are Fueling Demand for Innovation
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TargetedInnovative
Product Solutions & Systems withShort Payback
Increasing Labor Cost
Increasing Real Estate Cost
Increasing Energy Cost
Need for Waste Avoidance
© Welbilt, Inc.© Welbilt, Inc.
Product Solutions Deliver Short Payback For Operators
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Solution Performance Benefit to the Operator Typical Payback
Multiplex Fresh Blender
Next Generation – Self serve beverage station. Combines core MFS technologies: ice machine, beverage dispensing , blending and automated cleaningSingle piece of equipment to do multiple beverages vs. multiple pieces of equipment to do one beverage
Fully Automated self beverage station.Dispense, blend and serve – in the same cup serves hundreds of beverages per dayReduces waste and saves laborDrives incremental revenue & profitability
An average of 70 drinks per day provides an
operator payback as short as 6 months
Merrychef eikon® e2s
Up to 15x faster than conventional cooking methods: Toasted sandwich in 50 secondsVentless countertop oven with easy plug-n-play installation
Speed of service to meet consumer demand in all segmentsFlexibility to cover any part of the day with high quality foodEasy to use small footprint with big productionCertified ventlessAllows menu expansion to drive incremental revenue & profitability
An average of 150 food items sold a day provides an
operator payback as short as 3 monthsDue to versatility of Merrychef technology, further savings and quicker ROI can be obtained from removal of multiple appliances that Merrychef eikon e2s replaces
Convotherm 4 Multi-use and flexible foundation of the kitchen Superior menu versatility with unwavering quality Simplifies & optimizes kitchen operations
Extremely flexibleDelivers the highest quality, most-even cooking results possibleThe new standard for flexible, reliable self-cleaningRobust, high quality and reliabilityReduced operating costs
An average of 150 food items sold a day provides an
operator payback as short as 4 months Due to versatility of Convotherm technology, further savings and quicker ROI can be obtained from removal of multiple appliances that Convotherm 4 replaces
© Welbilt, Inc.© Welbilt, Inc.17
Digital – Welbilt’s view of the future
We’re designing the kitchen of the future to drive continuous improvements in performance for our customers. As their partners in navigating a new digital world, we will help them leverage data to optimize their processes and bottom line, improve the guest experience they deliver, and over time provide a platform that will enable them to continually adapt to our changing world.
OPTIMIZE TODAY’S BUSINESS MODEL
PERFECT TOMORROW’SCUSTOMER EXPERIENCE
TRANSFORMTHE FUTURE
Current State Future Vision
© Welbilt, Inc.© Welbilt, Inc.18
KitchenConnect – Re-envisioning the relationship customers have with Welbilt products and services
KITCHENCONNECTKITCHENCONNECT
PLATFORM
APPLICATIONS
INDIVIDUAL APPLIANCE
MENUALERTS
Developing functionality and management capability to deploy individual and sets of applications to individual product categories
Individual applications for individual product categories
KITCHENCONNECT
Unified complete application suites across all individual
product categories
Complete individual Systems
Unified complete application suites and establish
interconnectivity throughout the entire kitchen
Complete unifiedSystems
© Welbilt, Inc.© Welbilt, Inc.
Drive ThroughOptimization
Inventory Management
Kitchen Management and Control
In Store Traffic Analytics
Front of House Optimization
Back of HouseSystems Optimization
Labor Productivity Enhancement
Equipment Connectivity, Analytics and Remote Management
fitkitchen℠ Takes a Systems Approach and Will Drive Toward Optimization of the Entire System – Kitchen 4.0 as in Industry 4.0
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© Welbilt, Inc.© Welbilt, Inc.
1.5
1.2 1.6
1.0
1.6
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Identify Areas and Processes for Improvement• Equipment choice & Design• Identifies pathway for Innovation• Connected Kitchen – System & Solution• Station Adjacencies • Right Size Equipment• Prep and Production Processes• Labor Balancing• Cost Per Square Foot
fitkitchen℠ Identifies Areas of Focus
Flexible, Modular Equipment to adjust with building footprints
Scale Equipment thru-put based on sales volumes
Multi-Functional Equipment
All Driven by Integrated Connected Kitchen
Right Size Storage and Prep Spaces based on Sales Volumes
Improve SOS and Reduce Labor
Maximize Vertical Storage Spaces
Integrate New Technology to Improve Prep Process
Eliminate Complexity
Introduce a Craft Beverage Program
© Welbilt, Inc.© Welbilt, Inc.© Welbilt, Inc.© Welbilt, Inc.
Agenda1. Welbilt Introduction2. Global Foodservice Equipment Industry 3. Strategy4. Financials
© Welbilt, Inc.© Welbilt, Inc.
Vision, Mission & Values Set the Ambition
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VisionWe are the global leader in professional foodservice equipment and systems.
MissionWe create value for customers, employees and shareholders by integrating food, technology and people to build and deliver the highest quality, innovative products and systems, offer best-in-class global service, and enable healthy and safe food experiences.
ValuesINTEGRITY – PASSION – TEAMWORK – ENTREPRENEURSHIP – ACCOUNTABILITY
© Welbilt, Inc.© Welbilt, Inc.
Clear Strategic Objectives and Thrusts ...
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Strategic Objectives Strategic Thrusts
AchievingProfitable Growth
• Strive for # 1 or #2 market share in every segment addressed• Grow organically short term, buy and build mid-term to outgrow market• Right-size and simplify to improve profitability
CreatingInnovative Products & Solutions
• Create game-changing product & system solutions in the entire kitchen• Actively address product competitiveness and lifecycle extensions• Move to global platforms to enhance cost position
DrivingOperational Excellence
• Move assembly closer to end markets and localize products• Use strategic sourcing to streamline vendor base• Drive lean manufacturing principles throughout the organization
Guaranteeing Customer Satisfaction
• Grow KitchenCare parts & service to a bigger proportion of total business • Enhance process and delivery planning• Develop next generation distribution
Developing Great People
• Provide incentive schemes that motivate and drive performance• Identify, develop and grow key talent• Make Welbilt the employer of choice in our industry
© Welbilt, Inc.© Welbilt, Inc.
...are the Levers that will Bridge the Gap to our Margin Ambition
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2015EBITDA1
Margins “Mid-teens”
Product Cost& Platforms
Simplification
KitchenCareImprovements
New Productsand Systems
Right-Sizing Lean Mfg.
The “1000 BPS Challenge” of gap closure is a multi-year journey.
Plant Rationalization
HeadcountReductions
80:20 PLS & CLS
Purchasing & Supply
Chain
Achieved2016
EBITDA1
Margin Ambition
“Mid-to-high twenties
still to go“
Achieved2017
= Later Stage
“Runway Remaining”:Stage of Initiative Progress
= Mid Stage
= Early Stage
1 See Welbilt’s 2017 Q4 earnings release and SEC filings for the reconciliations from GAAP to non-GAAP measures.
Guidance Range2018
450 bps
40-190 bps
490-640 bps
© Welbilt, Inc.© Welbilt, Inc.
2018 Priorities
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Deliver profitable growth and operational excellence objectives1
Drive new product and new system solutions to fuel sales growth2
Delever the balance sheet3
Execute and integrate acquisitions4
© Welbilt, Inc.© Welbilt, Inc.26
Crem International Overview
Note: Financials converted from SEK into $ with SEK / USD FX rate 2017 average of 0.1172 – actual US GAAP accounts may differ 26
2017 Revenue: ~SEK 767 M~US$90 M
Manufacturing Plants: 3Technology Centers: 3Sales Offices: 6Employees: ~400
Customers: 900+ in 80 countries
Installed Base: 700K+
Complete Coffee Offering Strong Brands
Geographic Footprint Served Markets
Hotels, Restaurants,
Catering
Office Coffee
Services
Convenience Stores
Espresso machines
Filter machines
Instant, liquid, freestanding
Aftermarket
Manual
Automatic
Manual
Automatic
© Welbilt, Inc.© Welbilt, Inc.
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Transaction Description
StrategicRationale
Financial Impact• Expected to be accretive to earnings beginning later in 2018
• Run-rate synergies expected to grow to approx. US$10 million by 2020
• Acquisition ROIC expected to exceed Welbilt‘s WACC by 2021
• Acquisition of 100% of Avaj International Holding (“Crem International”)
• Total consideration of approx. SEK 1,800 million / approx. US$224 million
• Funded through cash on hand and existing credit lines
• Closing expected in early Q2 2018, subject to certain closing conditions
Transaction Summary
• Access coffee, one of the largest and fastest growing beverage categories
• Establish new product line: hot beverage
• Creates broadest hot and cold beverage product offering in the industry
• Significant cross-selling opportunities between Crem‘s and Welbilt‘s customer bases
Critical Success Factors
• Complementary customer and channel reach, minimal current overlap
• Synergistic technologies and operations
• Strong management team retained to drive results
© Welbilt, Inc.© Welbilt, Inc.© Welbilt, Inc.© Welbilt, Inc.
Agenda1. Welbilt Introduction2. Global Foodservice Equipment Industry 3. Strategy4. Financials
© Welbilt, Inc.© Welbilt, Inc.
2017 Fourth Quarter Results
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US$ in millions (except % and per share data) 2017 Q4 2016 Q4 Δ
- Organic Net Sales1 $359.0 $372.8 (3.7%)
- Divestitures impact2 --- $5.9 (1.5%)
- FX translation impact2 $6.9 --- +1.8%
Net sales $365.9 $378.7 (3.4%)
Adjusted Operating EBITDA margin1 20.4% 18.4% +200 bps
Amortization expense $7.8 $7.7
Interest expense $21.0 $24.7
Other expense (income) – net $2.0 ($0.5)
Effective tax rate3 (78.8%) 30.7%
Adjusted Net Earnings1,3 $35.8 $22.8 +57.0%
Adjusted Diluted EPS1,3 $0.26 $0.16 +62.5%
Delivers margin and EPS growth over prior year1
1 See Welbilt’s 2017 Q4 earnings release for the reconciliations from GAAP to non-GAAP measures.2 Reflects basis point impact of adjusting items between net sales and Organic Net Sales.3 2017 Q4 effective tax rate includes a $32.0M benefit from the Tax Cuts and Jobs Act, which is excluded from Adjusted Net Earnings and Adjusted Diluted EPS.
© Welbilt, Inc.© Welbilt, Inc.
10 Consecutive Quarters of YOY Adjusted Operating EBITDA Margin1 Growth
301 See Welbilt’s 2017 Q4 earnings release for the reconciliations from GAAP to non-GAAP measures.
16.1%
17.7%
14.6%
15.4%
17.3%
19.9%
18.4%
17.8%
16.1%
17.9%
21.4%
20.4%
19.1%
0.1
0.12
0.14
0.16
0.18
0.2
0.22
Q1 Q2 Q3 Q4 FY/YTD
Adju
sted
Ope
ratin
g EB
ITDA
Mar
gin1
2015 2016 2017
+450 bps
© Welbilt, Inc.© Welbilt, Inc.
2017 Full Year Results
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US$ in millions (except % and per share data) 2017 2016 Δ
- Organic Net Sales1 $1,446.8 $1,442.0 +0.3%
- Divestitures impact2 --- $14.6 (1.0%)
- FX translation impact2 ($1.4) --- (0.1%)
Net sales $1,445.4 $1,456.6 (0.8%)
Adjusted Operating EBITDA margin1 19.1% 17.8% +130 bps
Amortization expense $31.2 $31.2
Interest expense $86.9 $85.2
Interest expense on notes with MTW – net --- $0.1
Other expense – net $9.0 $9.1
Effective tax rate3 (12.8%) 24.1%
Adjusted Net Earnings1,3 $108.9 $87.1 +25.0%
Adjusted Diluted EPS1,3 $0.77 $0.62 +24.2%
Sales, margin and EPS all increased over prior year1
1 See Welbilt’s 2017 Q4 earnings release for the reconciliations from GAAP to non-GAAP measures.2 Reflects basis point impact of adjusting items between net sales and Organic Net Sales.3 2017 effective tax rate includes a $32.0M benefit from the Tax Cuts and Jobs Act, which is excluded from Adjusted Net Earnings and Adjusted Diluted EPS.
© Welbilt, Inc.© Welbilt, Inc.
2018 Full-Year Guidance Details
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Organic Net Sales growth
Between 1% to 4%
- General market remains soft in 1H, stabilizes in 2H- Continued recovery of large chains, rollouts of new products- Incremental sales from initial fitkitchen℠ system rollouts
Adjusted Operating EBITDA margin
Between 19.5% to 21.0%
- Simplification & Right-Sizing (+200 to +300 bps)- Volume/Mix (0 to +150 bps)- Net Pricing (+50 to +150 bps)- Material Cost Inflation (-50 to -100 bps)- SG&A Investments/Compensation/Other (-150 to -250 bps)
Adjusted Diluted EPS
Between $0.80 and $0.90 per share
- Effective tax rate of 24% to 26%- Assumes 141.6 million fully diluted shares outstanding- Includes $0.02 from Crem International acquisition, inclusive of integration costs
(excludes restructuring, gains or losses from impairment or disposal of assets, and debt extinguishment expenses)
© Welbilt, Inc.© Welbilt, Inc.© Welbilt, Inc.© Welbilt, Inc.
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Appendix: Additional Materials
© Welbilt, Inc.© Welbilt, Inc.
2017 Fourth Quarter Results - GAAP
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US$ in millions (except % and per share data) 2017 Q4 2016 Q4 Δ
Net sales $365.9 $378.7 (3.4%)
Earnings from operations margin 16.3% 14.5% +180 bps
Interest expense $21.0 $24.7
Other expense (income) - net $2.0 ($0.5)
Effective tax rate (78.8%) 30.7%
Net earnings $65.8 $21.4 +207.5%
Diluted EPS $0.47 $0.15 +213.3%
© Welbilt, Inc.© Welbilt, Inc.
2017 Full Year Results - GAAP
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US$ in millions (except % and per share data) 2017 2016 Δ
Net sales $1,445.4 $1,456.6 (0.8%)
Earnings from operations margin 15.2% 13.7% +150 bps
Interest expense $86.9 $85.2
Interest expense on notes with MTW -net --- 0.1
Loss on early extinguishment of debt $4.4 ---
Other expense - net $9.0 $9.1
Effective tax rate (12.8%) 24.1%
Net earnings $134.0 $79.5 +68.6%
Diluted EPS $0.95 $0.57 +66.7%
© Welbilt, Inc.© Welbilt, Inc.
2017 Adjusted Operating EBITDA by Quarter
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(US$ in millions) Q1 Q2 Q3 Q4 FY2017
Net earnings $5.0 $30.1 $33.1 $65.8 $134.0
Incomes taxes 2.1 (0.2) 11.9 (29.0) (15.2)
Other expense - net 1.5 2.9 2.6 2.0 9.0
Loss on early extinguishment of debt 3.2 0.2 1.0 --- 4.4
Interest expense 23.2 21.0 21.7 21.0 86.9
Loss (gain) from impairment or disposal of assets – net 0.4 (0.6) (3.9) 0.1 (4.0)
Restructuring expense 4.6 1.1 2.8 2.3 10.8
Separation expense 0.9 0.3 0.3 0.1 1.6
Amortization expense 7.8 7.7 7.9 7.8 31.2
Depreciation expense 4.0 4.0 4.1 4.6 16.7
Adjusted Operating EBITDA $52.7 $66.5 $81.5 $74.7 $275.4
Adjusted Operating EBITDA margin1 16.1% 17.9% 21.4% 20.4% 19.1%
1 Adjusted Operating EBITDA margin is calculated by dividing the dollar amount of Adjusted Operating EBITDA by net sales.
© Welbilt, Inc.© Welbilt, Inc.
2016 Adjusted Operating EBITDA by Quarter
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(US$ in millions) Q1 Q2 Q3 Q4 FY2016
Net earnings $18.1 $15.1 $24.9 $21.4 $79.5
Incomes taxes 4.6 4.1 7.1 9.5 25.3
Other expense (income) - net 2.4 3.6 3.6 (0.5) 9.1
Interest expense on notes with MTW - net 0.1 --- --- --- 0.1
Interest expense 8.5 27.0 25.0 24.7 85.2
Loss from impairment or disposal of assets - net --- --- 1.7 1.6 3.3
Restructuring expense 1.3 0.3 0.6 0.3 2.5
Separation expense 3.0 1.3 1.4 0.8 6.5
Amortization expense 7.8 7.9 7.8 7.7 31.2
Depreciation expense 4.3 4.5 4.2 4.3 17.3
Adjusted Operating EBITDA $50.1 $63.8 $76.3 $69.8 $260.0
Adjusted Operating EBITDA margin1 15.4% 17.3% 19.9% 18.4% 17.8%
1 Adjusted Operating EBITDA margin is calculated by dividing the dollar amount of Adjusted Operating EBITDA by net sales.
© Welbilt, Inc.© Welbilt, Inc.
2015 Adjusted Operating EBITDA by Quarter
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(US$ in millions) Q1 Q2 Q3 Q4 FY2015
Net earnings $14.0 $36.9 $41.1 $65.1 $157.1
Incomes taxes 6.5 17.0 18.3 (2.5) 39.3
Other income – net (0.4) (0.2) (1.6) (19.9) (22.1)
Interest income on notes with MTW–net (4.7) (4.6) (4.2) (2.3) (15.8)
Interest expense 0.3 0.4 0.3 0.4 1.4
Loss from impairment or disposal of assets - net --- --- --- 9.9 9.9
Restructuring expense 0.7 (0.2) 0.8 3.3 4.6
Separation expense --- 0.5 1.0 2.8 4.3
Amortization expense 7.8 7.9 7.9 7.8 31.4
Depreciation expense 5.2 4.8 4.9 4.7 19.6
Adjusted Operating EBITDA $29.4 $62.5 $68.5 $69.3 $229.7
Adjusted Operating EBITDA margin1 8.5% 15.3% 16.1% 17.7% 14.6%
1 Adjusted Operating EBITDA margin is calculated by dividing the dollar amount of Adjusted Operating EBITDA by net sales.
© Welbilt, Inc.© Welbilt, Inc.
2017 Adjusted Net Earnings and Adjusted Diluted Net Earnings per Share by Quarter
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(US$ in millions) Q1 Q2 Q3 Q4 FY2017
Net earnings $5.0 $30.1 $33.1 $65.8 $134.0Loss (Gain) from impairment or disposal of assets – net 0.4 (0.6) (3.9) 0.1 (4.0)
Restructuring expense 4.6 1.1 2.8 2.3 10.8
Separation expense 0.9 0.3 0.3 0.1 1.6
Loss on early extinguishment of debt 3.2 0.2 1.0 --- 4.4
Tax Cuts and Jobs Act --- --- --- (32.0) (32.0)
Tax effect of adjustments (3.5) (0.4) (1.5) (0.5) (5.9)
Adjusted Net Earnings $10.6 $30.7 $31.8 $35.8 $108.9
(US$) Q1 Q2 Q3 Q4 FY2017
Diluted earnings per share $0.04 $0.21 $0.24 $0.47 $0.95Loss (Gain) from impairment or disposal of assets – net per share --- --- (0.03) --- (0.03)
Restructuring expense per share 0.03 0.01 0.02 0.02 0.08
Separation expense per share 0.01 --- --- --- 0.01Loss on early extinguishment of debt per share 0.02 --- 0.01 --- 0.03
Tax Cuts and Jobs Act --- --- --- (0.23) (0.23)
Tax effect of adjustments per share (0.02) --- (0.01) --- (0.04)
Adjusted Diluted Net Earnings Per Share $0.08 $0.22 $0.23 $0.26 $0.77
© Welbilt, Inc.© Welbilt, Inc.
2016 Adjusted Net Earnings and Adjusted Diluted Net Earnings per Share by Quarter
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(US$ in millions) Q1 Q2 Q3 Q4 FY2016
Net earnings $18.1 $15.1 $24.9 $21.4 $79.5
Loss from impairment or disposal of assets – net --- --- 1.7 1.6 3.3
Restructuring expense 1.3 0.3 0.6 0.3 2.5
Separation expense 3.0 1.3 1.4 0.8 6.5
Tax effect of adjustments (1.5) (0.7) (1.2) (1.3) (4.7)
Adjusted Net Earnings $20.9 $16.0 $27.4 $22.8 $87.1
(US$) Q1 Q2 Q3 Q4 FY2016
Diluted earnings per share $0.13 $0.11 $0.18 $0.15 $0.57
Loss from impairment or disposal of assets – net per share --- --- 0.01 0.01 0.02
Restructuring expense per share 0.01 --- 0.01 --- 0.02
Separation expense per share 0.02 0.01 0.01 0.01 0.05
Tax effect of adjustments per share (0.01) --- (0.01) (0.01) (0.04)
Adjusted Diluted Net Earnings Per Share $0.15 $0.12 $0.20 $0.16 $0.62
© Welbilt, Inc.© Welbilt, Inc.
2015 Adjusted Net Earnings and Adjusted Diluted Net Earnings per Share by Quarter
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(US$ in millions) Q1 Q2 Q3 Q4 FY2015
Net earnings $14.0 36.9 $41.1 $65.1 $157.1
Loss from impairment or disposal of assets – net --- --- --- 9.9 9.9
Restructuring expense 0.7 (0.2) 0.8 3.3 4.6
Separation expense --- 0.5 1.0 2.8 4.3
Tax effect of adjustments (0.2) (0.2) (0.7) (5.9) (7.0)
Adjusted Net Earnings $14.5 $37.0 $42.2 $75.2 $168.9
(US$) Q1 Q2 Q3 Q4 FY2015
Diluted earnings per share $0.10 $0.27 $0.30 $0.48 $1.15
Loss from impairment or disposal of assets – net per share --- --- --- 0.07 0.07
Restructuring expense per share --- --- 0.01 0.02 0.03
Separation expense per share --- --- 0.01 0.02 0.03
Tax effect of adjustments per share --- --- (0.01) (0.04) (0.05)
Adjusted Diluted Net Earnings Per Share $0.10 $0.27 $0.31 $0.55 $1.23
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