José María Alvarez - Pallete CFO of Telefónica Group...Source: Annual Reports, SSSB, ABN Amro 6.9...
Transcript of José María Alvarez - Pallete CFO of Telefónica Group...Source: Annual Reports, SSSB, ABN Amro 6.9...
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José María Alvarez - Pallete
CFO of Telefónica Group
Second Investor Conference
March 2002, Seville
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This presentation contains statements that constitute forward-looking statements withinthe meaning of the Private Securities Litigation Reform Act of 1995. These statementsappear in a number of places in this presentation and include statements regarding theintent, belief or current expectations of the customer base, estimates regarding futuregrowth in the different business lines and the global business, market share, financialresults and other aspects of the activities and situation relating to the Company .Such forward looking statements are not guarantees of future performance and involverisks and uncertainties, and actual results may differ materially from those in the forwardlooking statements as a result of various factors.Analysts and investors are cautioned not to place undue reliance on those forward lookingstatements, which speak only as of the date of this presentation. Telefónica undertakes noobligation to release publicly the results of any revisions to these forward lookingstatements which may be made to reflect events and circumstances after the date of thispresentation, including, without limitation, changes in Telefónica´s business or acquisitionstrategy or to reflect the occurrence of unanticipated events. Analysts and investors areencouraged to consult the Company´s Annual Report on Form 20-F as well as periodicfilings made on Form 6-K, which are on file with the United States Securities and ExchangeCommission.
Safe harbour
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Building value: financial performance and flexibility
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Key messages
Strong financial performance in 2001
Sound financial management and flexibility
Commitments to build value
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General economic slow down
Exchange rate evolution
Change in expectations for telecom sector
Difficulties refinancing corporate debt
0
1
2
3
4
5
1998 2002E200019991997 2001
80%
110%
140%
170%
Jan -01
ARS
BRL
EUR/US$
0%
200%
400%
600%
Sep-00 Dec-00 Mar-01 Jun-01 Sep-01 Dec-01
“5 year” Industry* credit spreads evolution in Euros (rebased)
Mar -01 Jun -01 Sept-01 Dec-01
* Weighted average credit spread over 5yr IRS (interest rate swap) of DT 6/7/2005, TEF 21/9/2005, FT 10/11/2005, BT 15/2/2006** Average EV/EBITDA ratios of Deutsche Telekom, Telecom Italia, France Telecom and British Telecom
Source: Datastream, Multex Estimates
SPAIN
USA
EV/ EBITDA**
Telecom sector is facing a tougheconomic environment
7x10x
Dec. 2000 Dec. 2001
%GDP Growth
Rebased
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… Telefónica has overcome thissituation based on …
+
Diversified revenue streams
Optimize efficiency and Strong
EBITDA margins
Capital allocation and Capex
discipline
Develop new growth platforms
4 drivers of operational performance
Manage risk proactively
Solid balance sheet
Optimize cost of capital
(funding strategy)
Efficient support
processes
4 principles for financial excellence
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… and has delivered strong fundamentals Euro Billion
% Change
9.0
7.4-0.6 p.p.
9.50.1
n.a.
68.1n.a.
(29.1)
(15.9)
Operating revenues
EBITDAEBITDA margin
Operating profitNet interest expenseArgentinean peso devaluation to 1.7ARS per USDAmortization of goodwillOther income (expense)
Income before taxes
Net income
2001
31,053
12,80441.2%
5,430(1,862)
(529)
(842)(163)
2,034
2,107
2000
28,486
11,91941.8%
4,958(1,860)
-
(501)271
2,868
2,505
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Telefónica enjoys a sound financialstructureEuro Billion
Tangible fixedexceed net debt
Tangible fixed assets
36.6
Shareholdersequity25.9
Net Debt28.9
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Telefónica has achieved a positivestrong operating cash flowEuro Million
EBITDA
Capex
% of operatingrevenue
Operating cash flow
2000
11,919
(9,096)
2,823
41.8% 41.2%
2001
(7,923)
4,881
12,804
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Key messages
Strong financial performance in 2001
Sound financial management and flexibility
Commitments to build value
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Telefónica consistently pursues excellencewithin its financial management
Manage riskproactively
Continuous evaluation of macroeconomic situation
Expertise in risk management
Address different hedging needs with different tools
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Risk management has been a key elementto weather the current Latin Americanenvironment …
Use accounting hedges to reduce FX balance sheetexposure
Match FX cash flow exposures with cash hedges
Top class hedging
capabilities
Evaluate macroeconomic trends through a global team ofmacroeconomists supported by local experts
Use Telefónica’s deep network in Latin America to gaininsight on economic situation and future developments
Periodic top management and board reviews of situationin key geographies
Launch “deep reviews” when needed (i.e. early 2001) tomodify local business plans and prepare hedging plans
Continuousevaluation of
macroeconomicsituation
Geographic diversification limits overall portfolio volatility
Equity financed acquisitions share FX risk with seller
Telefónicahas a diversified
portfolio
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… based on our geographic diversification …
100
34
66
Stand-aloneLatinAmericaassets
Telefónica’sLatinAmericaportfolio
Telefónica’sLatinAmerica +Spainportfolio
US$ EBITDA Standard Deviation*(rebased)
EBITDA 2001
42%
Spain
Other
Brazil
Chile
Other
Argentina
Peru
22%
6%
-2%
11%
6%
58%
*1990-2001
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NDF* ARS 1Y
1.00
1.20
1.40
1.60
1.80
2.00
Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec
Vol
um
e (R
ebas
ed)
0
1
2
3
4
5
6
7
8
Du
rati
on (m
onth
s)
NDF ARS Options ARS Proxy Hedge Average duration
… and timely accessing imperfect hedgingmarkets …
0%
10%
20%
30%
40%
50%
60%
70%
80%
100%
90%
* Non delivery forwards
Pric
e
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-2,076
-1,424
652
369
2206062
208674
… we managed to mitigate the effectsof the crisis in Argentina in 2001 …Euro Million
Loss dueto USDdebt
Income statement effect* Net Worth effect*
Hedging Increasein Capex
Taxshieldandmino-rities
After taxlosses dueto devalua-tion
Devaluationeffect
Tax shield Total NetWorth directeffect
* ARS/USD = 1.7
Increasein baddebtprovi-sions
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…and we have protected our exposure in therest of the region although markets do believein decoupling
0
50
100
150
200
250
31/12/01 8/01/02 16/01/02 24/01/02 1/02/02 11/02/02 19/02/020
50
100
150
200
250
ARG BRL
0
50
100
150
200
250
31/12/01 8/01/02 16/01/02 24/01/02 1/02/02 11/02/02 19/02/020
50
100
150
200
250
ARG BRL
3.22.0
3.41.5
Argentina Brazil Mexico Chile Peru
Source: Bloomberg and Market consensus
2002 GDP GrowthExchange rates indexed
Brazilian Real is notcorrelated with
Argentinean Peso
Economic crisis inArgentina is not
expected to affectthe rest of the region
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We have used different hedging tools tocover both accounting and cash risksEuro Billion
Argentina Latin-America
TotalInvestment
TotalInvestment
Equity bookvalue +intragroupdebt afterdevaluation
Equity bookvalue +intragroupdebt
Equity bookvalue +intragroupdebt before
devaluation
Net Worth
Intra-group debt
17.1
40.5
4.421.5
3.0
9.8
0.63.03.0
6.0
3.6
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…and we benefit from sound investments madein recent years (case study: Telesp)US dollar Billion
Telebrasprivatization
Telesp Tenders
Debt payment
Transaction
Total**
Shares buy-back
18.5 x
TelespRestructuring
18.5 x
13.4 x
10.0 x
7.8 x
8.3 x
Implicit EV/EBITDA*MultipleTelefónica investment
Other acquisitions 14.0 x
8.3%
0.8%
5.1%
5.1%
62.6%
82.6%
Stake acquired
0.7%
12.8
3.1
0.3
0.4
8.9
0.1
* 2001 EBITDA** 87.4% after equity swap with Portugal Telecom
Equity book value$ 7.8 Billion
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Telefónica consistently pursues excellencewithin its financial management
Manage riskproactively
Manage accountingquality
Expertise in risk management
Continuous evaluation of macroeconomic situation
Cover different hedging needs with different tools
Quality of assetsRestructuring effort in previous yearsTransparency
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Our healthy asset base sets us apart in asector whose assets are under scrutiny …
* Under proportional consolidation method** Telecom Italia (incl. Olivetti), France Telecom, British Telecom (incl. MM02), Deutsche Telekom
Source:ABN AMRO
Lower proportion of intangibleassets on balance sheet
Telefónica* Selectedintegratedoperatorsaverage**
28%34%
86 123
Total assets(Euro billion)
Restatement to fair valueof several tangible assetsboth in Spain and abroad
Write off goodwill arosewithin several acquisitions
Accounting hedging ofacquisitions financed withequity
Impact(Euro billion)
2.2
1.5
16.5
20.2
Restated asset base to fairvalue since 1998
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Spain GAAP is based on the principle of prudence: accountfor all eventual losses and all foreseeable risks when known- We record provisions to reflect a decrease in the fair value
of assets; but account for profits only when materializedWe do not record the increases in the fair value of assets
Conservativeaccountingprinciples(Spain GAAP)
All subsidiaries are consolidated in the Group accounts,including all SPV’s
In accounting for IRU’s (Indefeasible Right of Use of CapacityAgreements), we recognize the income over the period ofthe contracts in an accrual basis
Transparentaccounting andreporting
… and we follow prudent accountingpractices and total transparency
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Telefónica consistently pursues excellencewithin its financial management
Manage riskproactively
Manage accountingquality
Expertise in risk management
Continuous evaluation of macroeconomic situation
Cover different hedging needs with different tools
Quality of assetsRestructuring effort in previous yearsTransparency
Manage thebalance sheetefficiently
Best financial profile in spite of turmoilNo refinancing risk in 2002Debt level at the “efficient frontier”: strong single “A”
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Telefónica enjoys the best financial positionamong the large integrated European operators
Debt capacity position
Net Debt / EBITDA 2001
* Moody's/Standard and Poors** Including Olivetti net debt
Source: Annual Reports, SSSB, ABN Amro
6.9
3.7 3.04.7
Deutsche Telekom
Telefó-nica
FranceTelecom
BritishTelecom
Net debt position and rating* (Euro billion)
We are committed to maintainingour current credit rating
A2/A A3/A- BAA-/BBB+
BAA1/A-
BAA1/BBB+
EBITDA / Interest expenses 2001
2.3
4.1 5.1
2.5 2.7
Deutsche Telekom
Telefó-nica
FranceTelecom
BritishTelecom
TelecomItalia**
28.9
62.162.5
24.0
36.9
Deutsche Telecom
Telefó-nica
FranceTelecom
BritishTelecom
TelecomItalia**
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… with a single “A” rating that we consideroptimal within the current economiccontext…
AAA AA A BBB BB B
WACC
****Optimal considering tax
shield and financial distress(i. e. access to capital
markets, step-up clauses incontracts)
Optimalconsidering onlytax shield effect
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… and a balanced debt structure …Total debt. Euro Billion. Percentage
1% other
By fixed/variableinterest rate
28.9 28.9 28.9
59%Variable
23%Short term
41%Fixed
77%Long term
45%EUR
36%USD
18%Latin
America
By maturity* By currency
7%
5%
4%
2%
UFC
BRL
PEN
ARS
100% =
* Average maturity of 5.5 years
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… that we manage to refinance even withincurrent difficult market conditionsEuro Million
Telefónica’s short term debt refinancing
100% =
*Net maturity until 31/12/2002Source: Bloomberg
Bonds
Commercialpaper
Credit lines1,598
947
1,5541,554
Short termdebt 2001*
Refinancingoptions for2002
4,099 4,099
Commercial paperrenewal/ back-uplines
Credit linerenewal /freecash flowgeneration
“5 year” credit spreads evolution in EurosSpread over IRS in B.P.
Dec-01
Eurobond Euro 2.0 BnOctober 2001
Global bondissuance twotranches:Euro 1.0 BnUSD 5.0 BnSeptember 2000
02040
6080
100
120140160180
200
Sep-00 Mar-01 Sep-01
FT10/11/05
DT06/07/05
TEF21/09/05
2,545
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Telefónica consistently pursues excellencewithin its financial management
Manage riskproactively
Manage accountingquality
Expertise in risk management
Continuous evaluation of macroeconomic situation
Cover different hedging needs with different tools
Quality of assetsRestructuring effort in previous yearsTransparency
Manage thebalance sheetefficiently
Best financial profile in spite of turmoilNo refinancing risk in 2002Debt level at the “efficient frontier”: strong single “A”
Manage costs
Optimize cost of capital
Efficient support processes
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Telefónica has achieved significantsavings in financial expenses
7.65%
Intragroup financing
• Helps to maintain rating in the“A” level by reducingstructural subordination
• Allows privileged access tocash flows from subsidiaries
• Reduces FX accounting risk inthe income statement (not innet worth)
• Average financing balance ofUSD 2,382 million
Interest rate management
Effectiveinterest rate
AverageNet Debt (Euro Billion)
26.9
31.228.9
6.34%
Dec.2000
June2001
Dec.2001
Savings of approx.€ 500 million in
2001
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We have obtained remarkable efficiencyimprovements in support processes in the financearea through several initiatives
Sharedservices
Description Savings
Reduced costs and investments throughconcentration of support activitiesFor the units swap a fixed cost tovariableFree up management time and providecommon tools
NPV USD 850 million
InsuranceManage centrally corporateinsurance
Quality coverage and savings
Investorrelations
Provides transparency (2nd in Europe asper Reuters Institutional Investor Survey 2002)
Treasurymanage-ment
Cash pooling for all business units inSpainCorporate treasury: finance short termneeds of the Group and manageworking capital for non-Spanishoperators
Implicit savings of Euro 21 millionin 2001
Implicit savings of Euro 65million in 2001
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In summary, our strong operating performance andfinancial management provides unique flexibilitywhen considering opportunities …2002-2007. Cumulative cash flow. Euro Billion
Repay alldebt outstanding
(28.9 billion euros)before maturity
Acquire or build one “Telefónica Brazil” every2 years or 3-4 European
small operators
Workingcapital, netinterest, taxesand other
Cash available to shareholder
EBITDA Capex*
90.2 42.6
29.9
17.7
Capex excluding UMTS licenses
Source: Analysts estimates
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EBITDA
Leverage capacity
EBITDA/Net Debt
T3 T4T1 T2TEF
Equity purchasing power index
High multiple*
High liquidity**
No overhang
… and makes Telefónica the European largeoperator with more degrees of freedom …
* High multiple defined as higher than 7x EV/EBITDA trading multiple** High liquidity defined as more than € 300 Million daily equity turnover
Source: Telefónica estimates, Multex estimates, Bloomberg, ABN Amro
T3 T4T1 T2TEF
EBIT
DA
/ N
et D
ebt
Telco 3Telco 4
Telefónica Telco 1
Telco 2
Equity purchasing power index
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Telefónica consistently pursues excellencewithin its financial management
Manage riskproactively
Expertise in risk management
Continuous evaluation of macroeconomic situation
Cover different hedging needs with different tools
Manage accountingquality
Quality of assetsRestructuring effort in previous yearsTransparency
Manage thebalance sheetefficiently
Best financial profile in spite of turmoilNo refinancing risk in 2002Debt level at the “efficient frontier”: strong single “A”
Manage additionalaspects andprocesses
Optimize cost of capitalEfficient support processes
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Key messages
Strong financial performance in 2001
Sound financial management and flexibility
Commitments to build value
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We have made good progressagainst the commitments shared in Rio
Solid and well diversified revenue growth
Well balanced growing EBITDA margin
Reinforcing capital discipline: Capex/Revenue
Enhancing free cash flow margins
Improving asset turnover: revenue/capital employed
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Concrete actions have been taken toreach cash flow margin targets
Key actions to improve CF
Improving operationalefficiencies
Monitoring interest expense
Generating more value incentralized functions
Optimizing tax planning
Reducing minority losses
Cash flow* margins
2.5%
13-15 %
2000
2001
Average2002-05 Target
7.3%
* Operating cash flow – financial expenses - taxes
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… and to continue optimizing asset turnover
* Revenues/capital employed
Asset turnover*
2000
2002-2005target
2001
0.46
0.50 – 0.55
0.50
•Telefónica has launched anumber of actions to reducecapital employed while creatingvalue– Real estate divestitures to
reduce capital employed byone billion euros in threeyears
– Factoring– Divestiture of financial stakes
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Going forward we have set specific commitmentsto increase our profitability …
Well diversifiedoperating profit
growth
Optimized capitalemployed
Solid and well diversified revenue growth
01 02-05
01 02-05
Well balanced growing EBITDA
01 02-05
Reinforcing capital discipline
01 02-05
Improving asset turnover
01 05
Improve return over capitalemployed
7.9%
• Commitmentsbuilt intobusiness plansof the differentunits andtrackedregularly toensurecompliance
• Continuoustracking andreporting ofROCE bybusiness
XX.X
8-11%
9-12%
26%
12-16%
0.5-0.550.5
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… while continuing to enhance our cost of capitalPercentage
Efficient cost of equity
Limit operational and financial riskShare price standard deviation
Optimised
cost of debt
Optimize capital structure at efficient frontierNet debt/total assets
Improve cost of debtEffective interest rate
Telefónica
Selected Peers’average*
1997 1998 1999 2000 2001
1.8 2.0 2.6 2.5 2.1 2.6 2.9 3.4 3.12.6
* Average of Deutsche Telekom, Telecom Italia, France Telecom and British TelecomSource:Datastream, analyst estimates
1997 1998 1999 2000 2001
37 39 38 29 3334 31 3146 37
Long term sustainable EBITDAmarginDiversified regulatory riskGeographically diversified cashflow sources
Optimal position at efficientfrontier for debt
Tax managementMonitoring interest rate and FXmanagementTreasury management
1997 1998 1999 2000 2001
9.2 9.4 8.97.7
6.47.1 7.2
5.4 6.57.9
1997 1998 1999 2000 2001
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Finally, we are committed to continueoffering a unique investment propositionwith a clear focus on value creation
We have a strong position . . .
Strong operational performance in2001
Solid and transparent balance sheet
Flexibility to capture organic and nonorganic growth opportunities
Better financials than the peer group
. . . that we commit to improve further . . .
Five clear commitments from “Rio”
Maximize ROCE
Optimize Cost of Capital
Use cash generated in value creatingopportunities
. . . counting on the competitive advantage that represents our financial expertise
Efficient shared services (horizontal initiatives)
Intra group “debt market”
Top class risk management integrated with thebusinesses
Financial innovation
Commitment to value creation
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