Earnings Call: Q2 2019

Jul 29, 2019

Good morning, ladies and gentlemen. Thank you for standing by. Welcome to Calabar's Second Quarter twenty nineteen Earnings Call. At this time, all participants are in a listen only mode. Following the presentation, we will conduct a question and answer session open to analysts only. Instructions will be provided at that time for you to queue up for questions. Before turning the meeting over to management, I would like to remind listeners that this conference call contains forward looking information within the meaning of applicable Canadian securities laws and subject to a number of risks and uncertainties that could cause actual results to differ materially from those anticipated. I refer the audience to the forward looking statements as detailed in the presentation supporting this conference call and available on the company's website in the Investors section under Events and Presentations at www.colabar.com. Furthermore, risk and risk are discussed throughout the MD and A for the sixteen and fifty two week periods ended December 2938, under the heading Risk. I would like to remind everyone that this conference call is being recorded today, July 2939. I would now like to turn the call over to Lionel Ettedgui, President and CEO. Please go ahead, sir. Good morning, everyone, and welcome to Kolague Borg Group's twenty nineteen Second Quarter Results Conference Call. This is Lionel Ettedgui, President and Chief Executive Officer. And with me here today is Pierre Garnier, Senior Vice President and Chief Financial Officer. Earlier this morning, we issued our earnings press release. It can be found along with our financial statements and MD and A on our website and on SEDAR. First, let me introduce Pierre Gagne, who joined us on May 2739. Pierre has had quite an extensive career as a CFO at large private and public companies such as FLS Transportation Services Limited, GDI Integrated Facility Services and Cogeco, Cogeco Communications. Thank you, Lionel. Good morning, everyone. It's my pleasure to join Calabor, especially at this time in the company's transformation. I look forward to working with the team and all our stakeholders in achieving our plan to improve profitability and further strengthen our balance sheet. After Lionel's introduction, I will review Calabore's financial results for the eighty four day period ended June 1539. Lionel? Yes. Our results for the second quarter of twenty nineteen has progressed as planned. Revenue growth came from the distribution segment and improved cost controls lead to significant year to year adjusted EBITDA growth. On May 1039, we concluded the sale of our Vianca de Carre division for gross proceeds of $20,000,000 of which $17,800,000 was used to reimburse our debt. This sale allows us to focus on the transformation of Colabor in 2019. We can now focus on our broad line distribution activities and further integrate and optimize our other businesses. In Ontario, the road to recovery will take some time. We are implementing measures to drive synergies and we are reviewing all relationships to ensure that they still remain mutually beneficial. The significant improvements we have seen over the last few quarters are the result of our strategic plan. We will continue on this path and keep working on our three pillars, which are: grow our broad line distribution activities, further integrate our business units and reduce the level of debt. We are starting to once again deliver shareholder value, and we intend to stay the course. I would now like to turn the call over to Pierre for his review of our second quarter financial results. Pierre? Thank you, Lianel. Consolidated sales for the second quarter reached $274,200,000 compared to $273,600,000 during the corresponding quarter of last fiscal year, representing an increase of 0.2%. Sales in the distribution segment increased by 1.1% mainly due to a retailer promotion, but mitigated by changes in the customer mix. Sales in the wholesale segment decreased by 6% mainly due to the non renewal of non profitable contracts. As for adjusted EBITDA for the second quarter of twenty nineteen, it reached $7,300,000 an increase of $2,000,000 compared to the corresponding period of 2018. This improvement is explained by the deployment of operational optimization measures, improved cost control resulting from the implementation of the rationalization plan announced last November and sales growth from the distribution segment. Net earnings from continuing operations was 1,400,000.0, up 177% compared to the corresponding quarter of 2018. This increase is due to lower operating expenses and higher sales, which were partially offset by higher taxes. As of June 1539, the company's total debt, including the convertible debentures and bank indebtedness amounted to $97,700,000 down $24,700,000 from the same period on June 1638. This reduction is mainly due to the proceeds from the sale of the Vienne de Catie division, five point two million dollars was applied to the repayment of a portion of the credit facility and $5,000,000 towards the repayment of a portion of our subordinated debt. The remainder was used to finance higher working capital requirements for our peak season. Our total debt to the last twelve month adjusted EBITDA ratio now stands at five times, which is down sequentially from the first quarter of twenty nineteen when the ratio stood at 5.5 times. Excluding the convertible debentures, this ratio stands at 2.5 times versus three times in the first quarter of twenty nineteen. I would now like to turn the call over to the operator for the Q and A period. Operator? Your first question comes from the line of Derek Lessard from TD Securities. Your line is open. Yes, good morning, everybody. I have a question on the distribution side. Saw a very strong improvement in EBITDA there. Just wondering if you can maybe talk about some of the drivers and more specifically, some of the margin improvement we saw there? Yes, sure. So on the distribution side, as we had implemented during the previous quarters, several initiatives just like cost reductions at warehouses and shipping. Also, if you remember, last quarter of last year, we have implemented rightsizing plan, which is delivering quite good results. And on specific contracts, which were not profitable, we decided to stop them. And another one where we had still a potential, we worked with our partners and customers to find solution to bring them to a sustainable profitability. So that's mainly what is delivering our results. Okay. And then maybe in your prepared remarks, you did talk about Ontario and it's going to take a little bit longer. Can you maybe just talk about some of the challenges that you're seeing there and maybe a time frame on rightsizing Ontario? Yes, sure. So Ontario activities are depending on one main customer with a challenging contract. We are working with this customer for many years and we're working together on solutions to be sustainable in Ontario. So according to me, we should be able to find better solution by the end of this year. And for us, it's a high priority to get to a turnaround in Ontario. Okay. And do you think you're would you consider yourself close to a turnaround there? Well, to be honest, as we have proceeded in Quebec, we have many choices and many options depending on the outcome of the discussion we're going to have. So we didn't hesitate to take courageous decision in Quebec to close contract. And when it's possible to find win win solution for both parties, we improve our profitability. So I think that we take some time because so far we have noticed some progress in Ontario with what we have implemented. But it has to come to a smart and a fair discussion. We are main partners there. Okay. And maybe just on the curious to get your view on the competitive front and now with some you're well into the reorg. How do you view the company or Coraliborg competing going forward? Well, I think that when you have strong basis, it's easier to be a bit more competitive. We are one of the leader in the province of Quebec. So I think that we need to keep on having a healthy business. So not fighting on pricing, but more about the quality of service we're delivering and added value solution we can bring to our customers. So to be honest, so far, I don't see a big challenge regarding competition because according to us from now, we're not going to fight anymore with a very challenging contract or bid on which are only declining our margin and our pricing. So I think that the sun is rising for everyone and we we're not going to fight on pricing and the market is big enough to satisfy everyone. So I guess on maybe following up on that, is that the I guess the realization of both the competitors and customers now? Are they more on the customer side, are they more geared towards getting better quality service, but not necessarily competing on or are putting two companies against pegging two companies against each other on price? Well, I think that you have to put that into the actual context. Everyone is facing issues regarding label. So, so far, it's we are more struggling regarding the lack of labor in our activities than on fighting regarding pricing. So it can be at the customer level. In all restaurants, they're struggling regarding issues with the lack of labor. We have the same issues for all distributors. So I think that the focus is mainly on delivering a good service. And to get there, I think that everyone has to agree on fair contract and smart win win deal to be able to deliver that. Because at the end of the day, even if you have the most competitive contract at a very low pricing, but you don't have the quality of service, what you're not selling today is not going to be sold tomorrow. Right. And so I guess, could I sum that up as the competitive environment has become more rational than it has in the past. Is that fair? Yes, that's fair. Okay. Maybe just switching gears on to the wholesale sales side. There was a decrease in the revenues and you pointed to the loss of contract. I guess I'm just wondering, when do you start lapping that contract? And the flip side though, there was a significant improvement in the margin performance this quarter. So again, looking for your thoughts there. And maybe if you could just remind me why the EBITDA margins are so much higher in wholesale versus distribution? Well, I think that's what is good for us regarding wholesale is that at SUNY, you decide with courage to shut down non profitable contract, it increased the profitability on the remaining business, Okay? So I think that it's a first statement. Wholesale business is a bit more easier on operation side compared to broad line business. It's you're not doing any sales by unit. It's only mainly by pallets. So you can be very productive on the warehouse side. Moreover, on wholesale business, it's FOB warehouse. So that means that we do not have we're not in charge of the shipping costs. So and then it's regarding all kind of rebates we can get from supplier revenues because we concentrate all the volume of purchase. So let's say that wholesale is less challenging regarding operation. The main challenge is about deliver a good service to independent distributors and getting the fair pricing with suppliers. Okay. And maybe just you touched on the when you lap the non renewal of the contract, when do you fully lap that? Well, I think that it will be done by the end of this year because we keep on have cut several contracts up to the end of last year. Okay. All right. Maybe just talking about your the level of debt, I'm just wondering how you think about your debt level. You did pay some down with the sale of De Catri. So looking for one, where your comfort level is and do you expect leverage to come down mainly because of improved operations or you're going to be paying down debt? And just wondering if you have any other non core assets, let's call it, that you think you'd be able to divest of? Well, first, I would like to say that according to me, the debt is still too high, okay? So I think that we're looking to get a sustainable activity with a fair leverage regarding the debt. So as you mentioned, we and we told that previous quarters, we have two ways to get back to a good leverage regarding debt ratio. It's first, we can increase EBITDA from what all initiatives we implemented and second is to reimburse in advance by cash payment out debt. So we had an amazing opportunity to sell Vien Des Caries with a very good double digit multiple valorization. And we had the discipline to use all this amount to pay back the debt. And so far, I guess, that compared to last quarter so second quarter last year, it decreased by 20% of our debt. So we keep on having this type of discipline. We want to focus, as we said, regarding our vision on our core business. So depending on what kind of opportunities of divesting we will have, we will look at it, but with no rush. And I prefer honestly to focus on the improvement on our EBITDA, which is more sustainable and to put back Collabar on success regarding growth. Okay. So I mean, so you're always looking there's always there you're always looking like if there is an opportunity to sell like everything that you have right now is that would you consider core, all of the assets that you have that you're running right now? Well, let's say that I'm very happy with everything I have now. Okay. But if I have a non reasonable offer because it's really high on one of non core assets, I will look at it and study it. As we've done for Viandes de Cari, which was quite a great business. Okay. Are you fully lapped the Montana supply contract now? And maybe you just talk about there was some it seems like you did get some organic revenue growth on the distribution side. Let me just talk about some of the drivers of the organic growth there. Well, we have improved our mix of product. So it helps to get higher margin on our distribution side. Also, we, as I said with several customers, we improved our contract on a win win basis, so that helps too. We gain also good revenues for developing penetration in our existing customers. And mainly in the province of Quebec, in a broad line business, each month you're earning new independent customers. And unfortunately, you have to let go some others and the balance of that is positive so far. Okay. And the when you say improved mix, Lionel, what do you mean exactly? Well, let's say that when you are able to sell a bit more of produce, it's quite interesting as a category. All center of the plate strategy, just like selling more protein, it helps increasing your revenues and also your profitability in dollars. So it's more about to sell more added value product and a bit less of commodities. And what's driven that improvement or that mix towards that center of the plate? Mainly execution. When I joined the company, I was a bit shocked about the industry and I found out that the level of execution was really too low compared to other industries just like retail. And I think that you should take your destiny in your hands. So we decided to change the culture of the company and the go to market. And so far, we were quite successful. Very far from what we want where we want to go, but it's I'm quite optimistic that we will be able to deliver a better execution for the next quarters. Okay. And maybe if maybe some questions for Pierre. You've only been on with the company now for two months. Just wondering how you view your learning curve and maybe just touch on some of the expertise that you're bringing to the table? Well, my expertise is really on the accounting process, financing, helping operation to analyze and being proactive to support the progress of the company. That would be my key focus area. Of Of course, I've done M and A before on both sides buying and selling, so that will be helpful to Calabrio. Okay. It seems like there's a little bit less disclosures. Just is this just some just housekeeping for myself? A little bit less disclosures on the cost side, split between COGS and SG and A and inter segment stuff. Was that on purpose? Well, the reason we've done that is for a competitiveness reason. That's why we didn't break it down in the two segments of the business. But you had it on a consolidated basis in a note to the financial statement. Okay. And just to clarify, you guys are now showing the results pro form a the carry, right? Correct. So what we what you have to do is to go to the note four to the financial statements. This is where you will see the carry, but on the face of the financial statements, all the carry, if you want, profit and loss statements has been taken up on a comparative basis. So you're comparing really apple with apple. Okay. And maybe just one final one for me. You did one of the initiatives was to try and improve your private label penetration. Lionel, just wondering where you are in that initiative and has any of that contributed to some of the better results that we're seeing today? Well, to be honest, we're still working on it because we're revamping our private label. We're proceeding with also with category management to be sure that our private label is going to fit with our new vision for the company. So, so far, we didn't get any significant improvement in the results from private label, but let's say that it's quite positive regarding the next following period when we will be able to introduce our new vision for private label? Yes. So again, maybe just on the timeline for that, Lionel? Well, I think that it will be early twenty twenty. Okay. All right. Thanks for taking my questions, everybody. Yes. You're welcome. Thank you. There are no further questions at this time. I will turn the call back over to the presenters. Thank you, operator, and thanks, Derek, for your questions. We continue to work with discipline and rigor to transform Colabor. We are concentrating on our core business, optimizing our operation and remain focused on reimbursing our debt. This concludes our call for the second quarter of twenty nineteen. Thank you for joining us. I look forward to discussing our progress at our next conference call to discuss our twenty nineteen third quarter results in October. Have a nice rest of the summer. Thank you. This concludes today's conference call. You may now disconnect.