ORIOR AG (ORON) Earnings Call Transcript & Summary

Welcome to the audio conference call, everyone. It is now 2 o'clock. So no more participants waiting to enter the call, with this words. I hand over to Daniel, our CEO.

Okay. Thank you very much, Milena. Good afternoon, ladies and gentlemen. I would like to welcome you to today's analyst and investor call on the '21 half year results of the ORIOR Group. With me here in Zurich are Andreas Lindner, CFO of the ORIOR Group; and Milena Mathiuet, Head of Corporate Communications and Investor Relations. We will start on Page 4 with the CEO statement. In the overall context of the reporting period, which continues to be influenced by corona, we can look back on a good half year 2021. We succeeded in significantly improving the results. At the same time, we were able to initiate important improvements between the strategic key initiative, ORIOR New Normal and launch a long-term sustainable and important project with the extension of the plant-based production capacities. Sales growth was at 1.6%, comprising organic growth of 0.9% and the positive currency exchange rate of plus 0.7%. The Convenience segment achieved above-average growth, driven by all competence centers. And with the exception of Casualfood, the International segment also grew very well. In contrast, the Refinement segment performed slightly less well than the weaker performance we had expected. Another negative driver was the entire food service segment as well as travel gastronomy. On the other hand, due to the 2020 basis of comparison, which still includes the first months of normal operations, pre-corona and, on the other hand, due to the delayed recovery that we have now been feeling since June in both travel gastronomy and the food service sales. EBITDA increased by a good 32.3% to CHF 31.1 million, which corresponds to an EBITDA margin of 10.6%. The main factor for this strong increase is the growth with high-margin product segments. Another positive driver is the flexibilization of costs and processes, the new financial framework of Casualfood and the aid and support payments we had received mainly from Germany. In the first half of 2021, we were able to launch as well as implement numerous initiatives and measures along the ORIOR 2025 Strategy. Here are a few examples. An important strategic step is the investment, as I already mentioned, in the expansion of our plant-based production capacities. I will talk later again about this in detail. Within the plant development, we will integrate the raw ham production sites from Prodor into the main Rapelli plant in Stabio, thus further increasing process and cost efficiency. The implementation work has been started, and we expect the integration to be completed by the second quarter of 2022. A lot is happening in the area of sustainability and ESG. Some highlights from the first half of the year are listed here. The third GRI sustainability report was published at the beginning of May. We have switched to sustainable hydropower in Switzerland and thus not only achieved our 2025 target, but also significantly exceeded it. We comprehensively revised the existing code of conduct with a view to the current requirements and, in this context, also decided to introduce a group-wide complaints management system. In addition, we participated in the CDP program for the first time, which gives investors detailed insight into our efforts and our contribution with regards to the climate. We turn to Page #5, please. This revenue curve shows the organic growth of the ORIOR Group compared to the first half of 2020. It is important to note that the first half of last year started with 2.5 corona-free months. Our sales developed positively until the lockdown by mid of March. Special mention should be made to Casualfood, which recorded a good sales performance in that period. The half year 2021, on the other hand, is entirely corona dominated. There's a negative impact on sales until mid of March. In March and April, we didn't have the positive effect due to the lockdown 1 year ago. The peak in March and the leveling up in April is also influenced by the cross-month effect of the strong Easter business. This year, sales were almost entirely March. Last year, most of sales were in April. In May, the next corona loosening took place and thus normalization of the retail business, again, while the slow recovery of the food service area and travel gastronomy started in June. In total, organic growth of more plus 0.9% in the first half of 2021. Excluding Casualfood, which was hit the hardest, ORIOR Group's organic growth was a good 3.1%. We turn to Page #6. Our setup is characterized by the decentralized competence center philosophy, which is supported by autonomous and regionally deeply rooted companies with their own product and brand worlds. This creates proximity to the market and makes the individual competence centers, which specialize in the product categories, fast and agile. We realized joint added values and efficiencies through our group-wide strategic key initiatives, ORIOR New Normal, the ORIOR Champion Model or the ORIOR Bridge. Our positioning has not changed in the first half of 2021. As part of our continuous plant development, we are constantly working on optimizing our structures, processes and costs. Against this background, the integration of the raw ham production at Rapelli was also tackled. At the same time, we are investing in sustainable modernization also in favor of sustainability tested and in future oriented product ranges such as the mentioned expansion of our plant-based production capacities. The acquisition of the fourth and final tranche of Casualfood is scheduled for autumn 2022. Page 7. In the next 2 slides, I would like to introduce you to the world of veggie or vegan or plant-based as it is called today. These categories have been growing steadily for many years and have gained additional momentum with the increasing awareness of sustainability issues and also with corona. ORIOR, namely the competence center of Fredag, has been developing, marketing and distributing plant-based specialties for over 25 years. In 1995, Fredag was probably the first company in Switzerland to list a meat analogue product. At that time, veggie and vegan plant-based was still an excellent mini niche, and Fredag was one of the only producers. Today, this market is divided into 3 categories, all of which are growing strongly. These segments are the meat analogue products with formats such as burgers, nuggets, sausages or schnitzel mit that's like meat. The second is the vegan, and vegetarian specialities with products such as vegetable [indiscernible] vegetable schnitzel or vegetable burger, so a lot of work with vegetable and plants. And the last, the third category is tofu in all its creation. Fredag is represented in all 3 of these categories and has continuously refined and developed these products and is now very well positioned with a comprehensive range, thanks to a high level of innovation, thanks to various technologies in its own factories, a production in the heart of Switzerland and thanks to high-quality raw materials. Fredag serves the entire retail sector as well as the food service channels in Switzerland. A small but rapidly growing share is also exported abroad into Europe. Sales of meat analogue products has increased strongly in the last 4 to 5 years. An important driver of this is certainly that not only vegetarians and vegans demand these products, but also increasingly the so-called flexitarians. The basis for the production of meat analogue chicken and pork and beef products is the wet extrusion technology, as this is best suited to produce the texture and fiber analogue to meat. Fredag has a long-standing expertise in this area and has been able to benefit from this upswing. Today, we produce in wet extrusion in 3-shift operation and thus achieve the best possible utilization and productivity. In order to sustainably ensure delivery readiness in the strongly growing category across all channels in the future, we are investing in new fully equipped wet extrusion lines. The expansion of production capacities will be commissioned by quarter 1 2022. Page 8. This page gives you an impression of Fredag's broad assortment and firm presence in the plant-based market. In addition to the range and our own brands such as Nature Gourmet, Happy Vegi Butcher or Noppa's, people choose a vice variety of products of our customers and their housed brands. For example, Cornatur or [Delicorn] or Karma or V-Love, all brands from major retailers in Switzerland. The food service sector has also been growing for years, not only the classic gastronomy, but also leading plant-based specialty restaurants such as Hiltl or tibits using our product. Another important element, especially for sales beyond the Swiss border are the strategic partnerships we are building up and that we are expanding. For more than 2 years, Fredag has been the leading partner of the startup Plant Meat Ltd with its brand THIS. It very successfully sells the product Vacon, that's a bacon, nuggets and also the [ minced chicken ] in Great Britain. Another important and promising partnership is Fredag start -- with the startup, Arley, which offers cross-category products such as meat analogue, vegan liquid egg or milk under the Arley's brand. The official marketing of the products under this brand will start in autumn 2021. We move to Page #9, please. Our breadth and diversification in categories, channels, customer portfolio and geographic market coverage makes us resilient. All 3 ORIOR segments and all competence centers within these segments contribute to the resilience and are important to ensure stability across the whole group. The foreign share, which is around 27% today, will grow over 30% as Casualfood continues to recover. We are convinced that this position and structure and the strength that comes from it will help us or will be the basis for a further successful development of the ORIOR Group in the coming years. We move to Page #10. During the acute phase of the crisis, the ORIOR New Normal initiatives helped us to move forward systematically and consistently, focused on priorities and priorities. It is an essential pillar of many positive impulses on our development over the past 1.5 years. We have mastered Phase 1 and Phase 2 very well. The focus is now on the leadership mindset and the remaining 3 phases. To strengthen the leadership mindset, we have initiated following measures. We have strengthened the principles of our leadership and consolidated them in the organizational regulations, in the code of conduct and in internal regulations. We implemented the ORIOR employee share ownership program for the fifth time, giving all key employees the opportunity to participate in ORIOR's success. A long-term incentive plan was also introduced for top management. And at the end of August, we will launch the ORIOR Campus, our internal training and development program. In Phase 3, we work consistently on creating a new lower cost base. The sustainable flexibilization of costs and processes as well as the new financial basis of Casualfood are central and support the improvement path quite significantly since last bottom. In shared services finance, we have already implemented accounts receivable, accounts payable in 2 units, with a number of our units in the pipeline. In addition, we have introduced digital workflows in the area of accounts payable in the majority of the Swiss units. Another important part of the new bases is the ongoing work on our plant development. In this area, as mentioned at the beginning, we have started with the integration of Prodor into the main Rapelli factory. Phase 4 is about the new growth opportunities due to changing market and consumer needs. We call this phase new horizons. A few comments on this. We opened our Smartseller flagship store in Ljubljana by mid-June. This is a milestone in the still very young joint venture between Casualfood and the Heinemann products. We are convinced that many small- to medium-sized airports operators will take a look at this concept on site and will be convinced by the unique business model. Another example are the e-commerce projects. The Albert Spiess flagship was further developed and is now also available for Spiess Europe. Under the Happy Vegi Butcher brand, we will launch web shop this week. And the Biotta range, it's [ Traktor CH ] was successfully broadened. We move to Page #11. ORIOR sustainability or ESG is very important to us. The issues we addressed in this area are constantly increasing in importance from all sides, on the one hand, the market, especially customers and those consumers; and on the other hand, suppliers and partners. We are also noticing an enormous wave of ESG awareness in the entire capital market. At the same time, sociopolitical initiatives, requirements and regulations are intensifying within these topics. At ORIOR, we are taking this part out of connection, not just because we have to, but because we want to and because it secures our future viability. ESG is very comprehensive. I am glad and very grateful that we began to systematically address these issues about 4 years ago. In this sense, we are also driving the topics and goals within ESG integratively and at all levels of business activity. On the one hand, we link them into our rolling and medium- and long-term planning, and we measure and evaluate progress and derive measures and projects from this. Some examples of measures and projects we had advanced in the first half of '21 and those advancements are listed here. As mentioned earlier, we decided to switch to sustainable hydropower for all ORIOR Switzerland. With this step, we were able to achieve our 2025 climate target early on or even significantly exceeded. We are now working on the design and formulation of a new climate target, also taking into account global and national ambitions. In the social area, for example, we have seen increased sales of organic products and launched a Biotta juice in Demeter quality. Demeter is probably the strictest organic label available on the European market today. Within governance, we have also made a lot of progress in the last few months. For example, the introduction of minimum shareholding for the Board of Directors and Executive Board and the launch of the first long-term incentive plan for management. Progress on ESG has been given a 25% weighting. We have also anchored our commitment to the importance of ESG issues in the organizational regulations. I would like now to hand over the word to Andreas Lindner, CFO of the Group, for the financial report. Please, Andreas.

Thank you very much, Daniel. Ladies and gentlemen, I would also like to welcome you warmly to this call. I will be happy to guide you through the financial results of the first half of 2021. I will start my review of the first 6 months with the Convenience segment on Page 12. Our 4 convenience companies increased sales by 13.5% to CHF 108.1 million in the first half of the year. All competence centers contributed to this exceptional strong growth. The retail channel performed very well. The food service channel failed to grow, partly due to the pre-corona performance in the first 3 months of the previous year. Since June, the recovery has now been clearly noticeable. The plant-based product range has shown consistently good growth over the past few years, with double-digit growth being generated in the reporting period. In order to ensure long-term supply availability for the wide plant-based range distributed in all channels, we will invest in the expansion of production capacities. The project has now been launched, and the first deliveries from the new production lines are scheduled for early 2022. Strong demand for fresh pasta, organic products and regional ranges is also continuing and received an additional boost from the corona pandemic. This development is in line with the general increase in demand and awareness of the sustainability aspects of the products. As a result, consumers are increasingly willing to pay a premium price for high-quality products. I switch to the Refinement segment on Page 13. The Refinement segment developed weaker than expected and achieved sales of CHF 125.1 million in the first half of the year, a decrease of minus 5.1% versus the same period of the previous year. On the one hand, the main driver was the strong prior year comparison basis, we grew by 3.7% in H1 2020, but on the other hand also the tight raw material situation, especially bioorganic meat as well as changes in the product range. We deliberately avoided and refrained from certain tenders and revenue in favor of a healthy margin. In addition, we were confronted with unforeseen challenges during an IT system change at Rapelli, which temporarily, that is from mid-April to June, led to slowdowns and delays in logistics. But these problems have now been resolved. On the positive side, there were various innovations and new launches to report such as the launch of the new Pure Nature line under the Albert Spiess brand in the Coop. The myEnergy snack brand and the Aperitivo line also posted good sales growth figures. We are also very satisfied with the Albert Spiess online store. I will now turn to the International segment on Page 14. Our companies abroad achieved sales of CHF 74.7 million, just short of the previous year, which still contains 2.5 normal and very good free corona months, making direct comparisons somewhat difficult. Especially the amount of Casualfood is significantly influenced by this effect. Without Casualfood, the segment growth would have been a very good 6.2%. Culinor grew well in the first 6 months, thanks to the expansion of the customer base and new listings in the fresh menu segment. And the steadily growing home delivery segment also continued to perform. Gesa and Spiess Europe are also doing very well. They are both in the trend categories, organic and regionality, which generally performed well. Casualfood continued to suffer from the sharp reduction in air traffic and the absence of travelers. Since June, a slow recovery has now been -- has now begun in the travel gastronomy sector. The rental contracts renegotiated last year and early 2021 have put Casualfood on a new flexible cost basis that will have a lasting impact on profitability. One highlight, as mentioned before, is the opening of the Smartseller flagship store in Ljubljana. Smartseller is an integrated concept introduced in a joint venture with Heinemann that unites the food beverage, the convenience and the duty-free world and was developed specifically for small airports in Europe and their needs. Now on Page 15, we see the composition of sales growth. The ORIOR Group increased net sales in the first 6 months by 1.6% to CHF 291.9 million. We had no acquisition effect in that reporting period. The remaining final tranche of Casualfood of 11% will not follow until September 2022. Organic growth was 0.9% and was driven by the great development of the Convenience segment. The Refinement segment recorded a weaker development, the reason for which I explained earlier. But a significant part of this is also due to the strong prior year comparison. Food service and travel gastronomy were weak in the first 5 months, but it's only since June that we have felt a slow recovery. The exchange rate effect was positive in the first half and amounted to 0.7%. This resulted a total increase in net sales of 1.6% for the entire group. Excluding the exchange rates, that means organic, the growth amounted to 0.9%. And excluding the most affected unit, Casualfood, the organic growth would have been a good 3.1%. I now turn to Page 16 and to the consolidated income statement up to EBITDA level. As mentioned earlier, the ORIOR Group has generated net sales of CHF 291.9 million in the first half, an increase of 1.6% year-on-year. Absolute gross profit increased by plus 3.5%, driven by the good performance of the high-margin ranges such as plant-based facilities, fresh pasta and other innovations. EBITDA amounted to CHF 31.1 million, an increase of 32.3%. The good operating result as well as other operating income in the amount of CHF 6.1 million, which includes the corona-related aid and support payments received for Casualfood in the amount of CHF 5.7 million, contributed to this performance. The previous year figure of CHF 4.7 million included the particular -- the insurance payment for the default in the food service channel amounting to CHF 4.4 million. The EBITDA margin increased from 8.2% to 10.6%. The main reason for this increase in addition to the positive effects mentioned earlier were the sustained flexibilization of costs and processes. It is important to mention that even without the special factors in this and last year, for example, the insurance payment, the short work compensation and the received economic aid, the EBITDA margin increased almost 2 percentage points, which demonstrates the operational improvement and the path we have embarked on. I now turn to Page 17 and come to the main drivers of the EBITDA changes. Compared to the margin for the first half of 2019 of 10.2%, we recorded various corona-related negative drivers in the first half of 2020, which temporarily pushed the margin down to 8.2%. As already communicated, we immediately implemented comprehensive measures. A strong driver was the slump in sales of food service customers due to regulatory restrictions and closures. This affected several units, in particular the Convenience segment and, of course, Casualfood, which almost came to a complete standstill. In addition, the product and channel mix has shifted, which has also resulted in a margin squeeze. We have introduced various countermeasures to cushion the negative drivers. With the New Normal initiative, we created a new bases in many areas. This also included the general fitness program to sustainably increase cost efficiency. Where appropriate and necessary, employees were temporarily placed on short-time work. Due to the damage caused by the official closure of our food service customers, we were able to claim insurance benefits of CHF 4.4 million from our epidemic insurance for the 2020 financial year, which at least partially cushioned the damage incurred. Now in the first half of 2021, we were able to continue the improvement path started last year and increased the EBITDA margin to 10.6%. This improvement was driven by the good performance of high-margin product ranges, for example, the plant-based line, the sustained flexibilization of cost structures and processes and Casualfood's new financial framework. The latter related in particular to the renegotiation of lease contracts and the reduction of structural costs, which are now taking effect, in addition received corona-related aid and support payments in Germany due to the slump in sales and the lack of air passengers. Negative EBITDA drivers were the continued lower sales in the travel, catering and food service channels and the weaker development of the Refinement segment. The airline industry remains challenging. It continues to develop well below pre-corona levels and led to a loss at Casualfood also in the first half of '21 in purely operational terms, excluding the economic aids. I turn to Page 18 and thus to the consolidated income statement below EBITDA. The good improvement in operating results is also reflected in EBIT, which rose by 70.7% to CHF 17.1 million. The development of income taxes is influenced by the Casualfood loss last year. As we do not capitalize deferred taxes on loss carryforwards, the tax rate in the first half last year was relatively high at 21.8%. In the first half of 2021, the tax rate is up 15.3%, slightly below the expected long-term range of 16% to 20%. The minority interest related to the outstanding 11% in Casualfood. In the previous year, Casualfood has still made a loss despite the support payments, but in the first half of 2021, a balanced result was achieved overall, that is the operating loss was compensated by the new financial basis and the financial support payments. Due to the aforementioned effects, net profit increased by 62.3% to CHF 13.5 million, which corresponds to a margin of 4.6%. On Page 19, it shows the main items of the consolidated balance sheet according to Swiss GAAP FER. There were no particular changes in the balance sheet compared with the previous year. Shareholders' equity amounts to CHF 67.9 million, which corresponds to an equity ratio of 18.2%, slightly better than in the previous year. However, our focus is clearly on bringing the equity ratio back above 20% as quickly as possible. The shadow calculation, that is including goodwill, resulted in an equity ratio of 36.8%. On Page 20, we see the development of the debt ratio since half year 2017. Until 2019, the leverage ratio always remained below 2.5% despite acquisitions. In half year '20 and full year '20, we see a temporary increase due to corona. In half year '21, we have again reduced the ratio below 2.5, and it is our declared goal to continue to keep the leverage ratio below this healthy target value of less than 2.5. The next and last tranche of Casualfood in the amount of 11% is scheduled for 2022 and will therefore not affect the leverage ratio in 2021. I turn to the cash flow and dividends on Page 21. Due to the good operating results, the operating cash flow reached CHF 27 million in the first half of the year, which corresponds to a cash conversion of a solid 87%. The previous year figure is distorted, that is too low, because the insurance payment of CHF 4.4 million was accrued in the half year report, but then was only received later on in July last year. As far as dividend is concerned, a slight increased distribution of CHF 2.33 per share was made this year. This is the context of an attractive dividend policy with a steady increase of the absolute dividend. ORIOR has always slightly increased the dividend in absolute terms since its IPO in 2010. We have also committed ourselves to this attractive dividend policy for the future as part of the Strategy 2025. We are proud of our shareholder base, which is characterized by long-term oriented investors. With these words, I give back to Daniel.

Thank you very much, Andreas. We will now move on Page #22 and the outlook for the second half of this year. We expect a good second half year. We expect the food service and traveling gastronomy businesses to continue to recover. In the retail business, we expect a further decline, driven by the disproportionate performance in the same period last year and an increase in cross-border shopping. This assessment is based on the assumption that the overall corona situation will not change significantly again. In the second half of the year, we will introduce new, New Normal measures. An important and future-oriented project is, as mentioned, the expansion of the plant-based production capacities. As part of our ongoing plant development, we will also push ahead for the aforementioned integration of Prodor into Rapelli, and we will start a new planning for the transfer of production capacities from our Le Patrol plant in Uetendorf to the Le Patron plant in Bockten and to the Rapelli plant in Stabio. We are also introducing group-wide talent management and succession planning, strengthening the leadership mindset, which is also part of our ORIOR New Normal model. Page 23. We confirm our sales guidance for the 2021 financial year published in March '21 with organic growth of between 0.8% to 2.4%. The main drivers continue to be the organic, plant-based and regional specialties products segments as well as Culinor and, from summer on, Casualfood. In terms of profitability, we are increasing our guidance from 9.8% to 10.2% to a new 10.2% to 10.5% for the whole year. Important elements of this increase are the further growth with higher-margin product segments, the sustainable flexibilization of costs and processes, the new financial basis of Casualfood as well as further aid and support payments from the German state, which are expected for H2. Today, we can confirm around EUR 2 million for H2. Further benefits are possible, but in total expect to be lower than in H1. Page 24. We confirm the full year guidance for tax rate and CapEx. Page 25. 2 or 3 words on ESG and what the focus will be in the coming months. In recent years, we have focused primarily on developing and embedding our sustainability strategy and on producing GRI-compliant reporting. Now we have started to open our perspective with the aim of strengthening our impact and influence along all ESG topics within ORIOR, but also peer ORIOR. In this context, we have recently signed a framework agreement with United Against Food Waste. This is an industry alliance in the food service sector to actively promote the reduction of food waste. Also expanded are the intensified exchange with rating agencies such as MSCI, ISS and Inrate or the participation in the CDP program. We will also be publishing Culinor's first sustainability report shortly. You can see other key topics on this side. I would like to mention that since April this year, we have been holding focused ESG investor meetings on request in order to explain and to discuss the comprehensive topics in depth. We now move on to Page 26 for a brief outlook on the key drivers and challenges in our 3 segments. Convenience, we expect further slight growth with high-margin products. Among the positive drivers, I would like to mention the new Biotta fresh juice in 1 liter performance as well as the successful modernization of the wellness week and the new concept of My Juice Day. In the pasta segment, demand is at a high stable level, especially for our al dente pasta, our premium recipe that we are marketing on our licensed brand Garofalo that we are producing for our key customers. Possible challenges are the availability of raw material in the organic vegetable sector due to the weather we have witnessed this summer. This applies in particular to carrots and beetroot [indiscernible] Germany. We just need a few nice warm days, and then this issue should be significantly reduced. So we stay positive. Page 27, Refinement. In Refinement, we expect the decline in development due to the strong previous year, the changes in the product range and also the availability of some organic meat raw material. Among the positive drivers, we would like to mention the further development in the clean label area and the launch of the Pure Nature brand by Albert Spiess. The Pure Nature snacks are produced without nitrite curing salt and have a natural and intense taste. These products are available at both Coop and Migros. Possible challenges are the bad weather affecting the barbecue range as well as the tourist gastronomy in Graubunden and in Ticino. Another factor is the volatile raw material prices for pork and the availability, as just mentioned, especially for organic meat. We turn to Page #28. In the International segment, we expect generally good growth and especially growth coming from this summer onwards from Casualfood. Among the positive drivers, we would like to mention the expansion of Culinor sales channels for Holland and France. Sales of the theme dream fresh menus in Holland are developing very promising. Gesa in Germany is also showing a sustained good development in the [indiscernible] business. A possible challenge is the further course of the pandemic with regards to travel gastronomy. This brings us to the end of our presentation. Thank you very much for your attention, and we are now happy to answer any questions you might have.