Good morning, ladies and gentlemen. My name is Josh and I will be your conference call facilitator today. At this time, I would like to welcome everyone to the Kimball Electronics and Quarter Fiscal 2019 Financial Results Conference Call. All lines have been placed on listen only mode to prevent any background noise. After the Kimbell speakers' opening remarks, there will be a question and answer period.
Will Kimbell will respond to questions from analysts. Analysts questions. Questions will be taken in the order that they are received. Today's call, February 7, 2019 will be recorded and may contain forward looking statements as defined under the Private Securities Litigation Reform Act of 1995. Risk factors that may influence the outcome of forward looking statements can be seen in Kimbell's annual report on Form 10 K for the year ended June 30, 2018, and in today's release.
The panel for today's call is Don Charron, Chairman of the Board and Chief Executive Officer and Mike Surgessketter, Vice President and Chief Financial Officer of Kimball Electronics. I would now like to turn today's call over to Don Charron. Mr. Sharon, you may begin.
Thank you, Josh. Welcome everyone to our second quarter conference call. Our earnings release was issued yesterday afternoon on the results of our second quarter ended December 31, 2018. We have posted a financial summary presentation to accompany this conference call. The presentation can be found on our Investor Relations website within the Events and Presentations tab, or if you're listening via the webcast, you can find it in the Downloads tab on the webcast portal.
I will begin by making a few remarks on We achieved solid year over year growth in 3 of our 4 end market verticals as the ramp up of new program launches helped to more than offset continued softness in certain other programs, primarily caused by global macroeconomic conditions, component shortages and trade uncertainties. We made good progress in optimizing our core business. And with the acquisition of GES, we took a significant step in our strategy diversify ourselves into a multifaceted manufacturing solutions provider. We are cautiously optimistic that our goal of 8 percent organic growth remains in reach for fiscal year 2019, and we expect to meet our 4.5% operating income goal for the second half of fiscal year 2019. Our Romania operation continued to progress and its ramp up and improved its impact on consolidated operating income by 30 basis points compared to the prior fiscal year second quarter.
Across all of our units, we continue to drive Lean Six Sigma Projects and global supply chain initiatives to improve yield and throughput and improve margins. Margin expansion and capital efficiency will continue to be priorities of focus for us. The market continues to experience component shortages, and we remain focused on doing what's necessary to secure raw materials in this tight supply market. And to maintain the appropriate buffer stocks to minimize disruptions. Our cash conversion days increased to 76 days for the quarter, ended December 31, 2018, which is up from 60 days in the same quarter last year.
As supply catches up to demand, we expect to work our inventory However, the indirect impact on the overall demand We are anxiously awaiting the outcome the growth in sales and profits, we invested $4,300,000 in capital expenditures in the second quarter of fiscal year 2019, in part to support the launch and ramp up of new programs. During the second quarter of fiscal year 2019, we also returned $13,300,000 to our share owners by purchasing shares of our common stock which brings our total to $63,200,000 and 4,200,000 shares purchased since October 2015 under our board authorized share repurchase program. And finally, we are diligently working on the integration of GES. Headquartered in San Jose, California, GES has business operations in China, India, Japan, the U. S.
And Vietnam and brings us new technologies and capabilities in automation, test and measurement. GES supports industrial customers in the smart mobile device and Semiconductor Manufacturing businesses, it is important to note that GES' current portfolio of business contains a degree of seasonality. The low season being the quarter ending on December 31st and the high season being our fiscal year fourth quarter ending on June 30th. The acquisition of GES is a significant step in our strategy to diversify ourselves into a multi faceted manufacturing solutions provider. We are excited about the opportunities to open new doors with new and existing customers.
We will then open the
be found on our Investor Relations website within the Events and Presentations tab or if you're listening via the webcast, you can find it in the downloads tab on the webcast portal. As shown on Slide 3, our 2nd quarter sales were $284,100,000, which was a 10% increase compared to net sales of $258,200,000 in the prior year second quarter. Sales from the GES acquisition and the impact the adoption of new review new revenue recognition accounting rules, each accounted for an increase in sales of 2%. Which were partially offset by represents our net sales mix by vertical market. Comparing our net sales by vertical to the same quarter in the prior year, our automotive vertical was down 3%, compared to the same quarter continued ramp up from both continued dollars from a year ago as a result of both the additional revenue associated with the GES acquisition and from an increase in demand for Climate Control Products.
Lastly, our public safety vertical was up 29% from the prior year second quarter from both new product launches and increased demand for existing programs. Our gross margin in the second quarter reflected on Slide 5 was 7.2%, which was down from 8.1% the second quarter of last fiscal year. Our decrease in gross margin in the current year quarter compared to a year ago was largely related to unfavorable product mix to less mature programs, higher material costs, partially associated with the tightening of component availability, and the unfavorable impact to gross profit from the low seasonality 0.8% gross margin realized in the first quarter of fiscal 2019, as improved optimization in our core business more than offset the current quarter impact of the GES acquisition. Selling and administrative expenses, slide 6 in the deck were $10,200,000 in the second quarter, which were down approximately $600,000 in absolute dollars and down 60 basis points compared to the prior year second quarter. Sequentially selling and administrative expenses were down 1st quarter fair value of the supplemental employee retirement plan, our SERP liability and associated incentive based compensation.
The revaluation of the SERP liability is exactly offset by losses recorded on the SERP investments during the quarter, which is recorded in the other expense net line. These decreases were partially offset by higher salary and related payroll costs as well as amortization of finite lived tangible assets which were acquired with the GES acquisition. Operating income for the second quarter came in at $10,200,000 or 3.6 percent of net sales compared to operating income of $10,100,000 or 3.9 percent of net sales in the same Our operating income improved from 2.6 percent operating income reported in the previous quarter. Other income and expense net was an expense of $1,600,000 in the second quarter, which compares to income of quarter of fiscal year 2018. Other expense net in the current year second quarter was primarily the result of $1,100,000 of interest expense and $600,000 in losses liability.
The $1,100,000 in interest expense in the quarter was primarily the result of increased borrowings on our credit facilities related to financing the GES acquisition and for general corporate purposes and compares to $100,000 in interest expense, in the same quarter last year. The SERP losses of $600,000 in the quarter compares to $300,000 in gains a year ago. The effective tax rate for tax adjustments to provisions related to the Tax Cuts and Jobs Act or tax reform prior to the end of the 12 month remeasurement period, a discrete adjustment for state tax credits and a provision to return discrete adjustment. In the prior year second quarter, we recorded $16,600,000 in provisions related to tax reform, which significantly impacted our effective tax rate and unfavorably impacted our diluted earnings per Slide 8 reflects our adjusted net income trend. Our reported GAAP net income in the second quarter of fiscal year 2019 2018, primarily related to the tax reform provisions I just mentioned.
Our non GAAP adjustment adjusted net income was $6,900,000 in the current year second quarter, which compares to $8,200,000 in the prior year second quarter. After excluding the provision adjustments fiscal year, which compares to a loss of $0.31 for the same quarter last year. Our non GAAP diluted earnings per share came in at 26 dollars in the current quarter compared to $0.31 a year ago when a gym for both the impact for the provision adjustments related to the tax reform. Cash and cash equivalents at December 31, 2018 were $36,000,000. Operating cash flow trends are shown on Slide 11.
Our cash flow provided by operating activities during as our net income plus non cash items more than offset the usage of cash related to an increase in working capital. Primarily from an increase in contract assets and the inventories related to increased production volumes, the push out of customer schedules and to manage through the tightening $6,000,000. Our cash conversion days increased 16 days for the 3 months ended December 31, 2018, when compared to the same period in the current tight supply environment. Our cash conversion day calculation compared to the prior year quarter includes 14 days, for contract asset days recognized as a result of the new revenue recognition guidance that we adopted during the first year and an increase of 6 days in our PDSOH, our production days sales on hand, our inventory metric, which were only partially offset from a 4 day decline in our DSO or day sales outstanding receivables metric. The contract asset days are a product.
The majority of our contracts and revenue are now recognized over time in accordance with the new revenue recognition guidance. The increase from the addition of contract asset days should primarily be offset with a reduction in PDSOH inventory days as inventory is relieved when revenue is recognized over time under the new revenue guidance. Slide 12 reflects our capital and depreciation trends Capital investments in the 2nd quarter totaled $4,300,000, largely related to manufacturing equipment to support new production awards and to increase capacity. In addition, we used approximately $44,000,000 in cash, net of cash acquired for the acquisition of GES during the current quarter. Borrowings on our credit facility at December 31, 2018 were $89,000,000, which were up from $8,000,000 in June in large part related to funding the GES acquisition, as well as for domestic cash needs, including for the repurchases of common stock.
Our short term liquidity available represented as cash and cash equivalents plus the unused amount of our credit facilities totaled $137,000,000 at December 31, 2018. In conclusion, our Q2 results did show improvement over Q1, despite the headwinds, Don mentioned in his comments, and as he stated, we are cautiously optimistic that our goal of 8% organic growth remains in reach for fiscal year 2019, and we expect to meet our 4.5% operating income goal for the second half of fiscal year twenty nineteen. With that, I would like to open up today's call to questions from the analysts. Josh, do we have any analysts
you. The first question comes from Hendi Susanto from G Research. You may proceed with your question.
Good morning, Don and Mike. Good result in spite of the current environment.
Hello, Andy. Hello.
Don and Mike, can you quantify your exposure to China?
But we don't disclose, sales by geographic region handy for competitive market intelligence reasons. So we could, though, just add some color, more color around the impact that the tariff situation and other sort of global uncertainties I've had on the on our China business is a double digit decline for us year over year. And it's a pretty significant market for us. So that's about as far as I can go in terms of adding any additional color to it. We obviously, as we stated in our webcast script, are hopeful that we have a positive outcome with the U.
S. China talks and a new trade agreement, Certainly, if that happens, we're hoping that we can move up off of these lows to maybe not new highs, but something in between a steady run rate that would improve our results as we go forward. But I would also say that we've not factored that into our thoughts about the second half of our fiscal year. And so as we're talking about reaching our goal of 4.5%, operating income and 8% organic growth, we are factoring in our current business run rates in in China, in restating those goals and our outlook as to whether or not we think we can reach them this year.
Got it. And then how is the current situation affect the ramp up of your Romanian facility?
Well, we have had, as we stated again in the scripted, some slowness in Europe, not as significant as the slowdown in China, but we've seen some softness. And so our operations in Poland and Romania are slightly impacted by that, but again, not nearly to the degree that, we've seen the slowdown in China impact us. But we are continuing to make good progress in Romania. As we stated, we up a nice improvement when compared year over year, to the same quarter last year in terms of the impact of Romania on our operating income results. And we're entering into another phase of ramp up this fiscal year in the second half of this fiscal year and going into fiscal year 2020.
So we think we've got a good plan and we're on track to have Romania continue to contribute positively to our results.
Okay. And then, Don, is there a way to break down what the driver of growth for the 6 for the 8% organic growth in terms of which, Verticals should be a major contributor to that 8% organic growth in June fiscal year 2019?
Well, again, it's hard for us to give you, any disclosures beyond what we've given you, but what we see in the second half of our fiscal year twenty nineteen is really robust demand in North America. And that's really been the story for us, even in the first half, as the China slowdown really started in Q1. So we're as we look towards the second half of fiscal year, 2019, we're expecting that that robustness in North American demand will continue. And again, we're not factoring a whole lot of improvement of off the bottoms of what we've seen in China, and we expect Europe to be somewhat stable for us in the second half. And so, yeah, we're counting on North America to help us really achieve that 8% organic growth this fiscal year.
Got it. Thank you Don. Thank you, Mike.
Thank you. And our next question comes from Mike Morales of Walthausen And Company. Please go ahead with your question.
Thank you, operator. Hi, Don. Hi, Mike. Thanks for taking my questions. So I'd like to dig into your gross margins a little bit more.
I think this is an interesting situation that you guys have found yourself in. So help me understand where your mature programs are and where the newer program are. Am I correct in characterizing China as having more of your mature programs at this point? Yes. Okay.
So with that said,
I mean, this is kind of impressive margin performance given that your more mature programs are seeing the degree of slowdown that you called out, how do you see your margin your gross margin profile progressing through the year with the strong demand in North America that you called out compared to history?
Yes, when we look at our gross margins and we look at sort of the landing pattern that we had, towards the end of fiscal year 2018, just a little bit north of 8%. As we call out on Slide 5 in the deck, we look out and get beyond sort of this China slowdown and a renormalization of our footprint and the utilization of that footprint, the growth in North America, we see ourselves back in that landing pattern, in, you know, up off of these lows where we've been closer to 7% and a full 100 basis points down from let's say, the landing pattern we had, in during the second half of fiscal year twenty eighteen. So that's what we're that's what we're driving ourselves to here in the second half. And again, that's a big driver behind our cautious optimism that we'll get to 4.5% in the second half of the fiscal year.
Sure. And on the component shortage, you mentioned that you expect to work your inventory back to normal levels. Is there anything that you can give me as far as the timeframe on what you're seeing on the components of buy side and which components you're seeing the most tightness in given some of that slowdown in Asia?
Yes. Yes. The MLCC shortage was what really has impacted us. Has affected deliveries, it's been disruptive to us in our operations. We've been able to keep most of that disruption out of our customers' operations, but at an expense making spot buys in the market and paying premiums, etcetera.
MLCCs, by the way, being multi layered surrounding capacitors. We use them in almost everything we build. And so that shortage really has been the largest headline for shortages throughout 2018. It's starting to subside a bit now, but there are still a few component, a few of those capacitor, capacitors voltage, especially related, that are issues going into 2019. And then right behind MLCCs would be power or something.
Semiconductors. And there are several different component categories within the power semiconductor group. And there are also we're making the major suppliers of of those components are making good headway as well in terms of bringing new capacity online and catching up to demand. The automotive grade components continue to be more challenging to get than, let's say, the non automotive grade components. And, and in terms of inflation, price inflation, it's felt more there, in the automotive grade versus the non automotive grade.
I'll stop there. Did I answer your question, Mike? It was another part of that.
Yes. Just from a timing perspective, looking at the calendar. Is this a second half calendar twenty nineteen story that you maybe see some relief on this?
The inventory reduction. We won't see a lot by March 31, ending quarter, although our efforts are ongoing and we're working the situation pretty hard. But we do expect to see a nice impact in terms of improvement in our cash conversion days. By the June 30th ending quarter.
Thank you. That's very helpful. So now that you've had GES in the portfolio for quarter. Can you give your thoughts on how that's progressing and is the expectation for neutral to slightly accretive in fiscal 2019 still maintained?
Yes. We're really excited about the quality of the strategic assets that came across in the GES acquisition. And, when we talk about opening new doors, new places, for future growth for our company. We're very excited about that. We're also excited about, how this acquisition can help us with our own internal industry 4.0 strategy, the smart factory of the future.
And so there's just a lot of positive things as we look further out on horizon that we now can say with even more confidence that these strategic assets are going to really help us in that regard. A couple of things about GES, their current portfolio business, somewhat concentrated in the smart mobile device and semiconductor manufacturing areas. Those areas notoriously have been cyclical. So we do have exposure there in terms of how the cycle moves through both of those end markets. And then there's some seasonality that also goes along with that that we mentioned But all that being said, yes, we still think our plans would indicate to us that we'll hit our publicly stated targets of being EPS accreted by the 2nd year in ROIC accretive.
By 3rd year. Okay.
And then the color that you provided on the SG and A decline was very helpful. How do you think about this progressing through the year given some of the new students hearing about minimum wage increases in China. How do you see that shaking out?
Well, that's certainly a pressure point. I would say rising cost of workers everywhere in the world, I wouldn't single out China per se. I think, getting the talent we need and the cost of that talent is certainly going to be a pressure point on some of these cost categories, where really many of the cost categories in the cost structure Of course, for us getting that talent is critical. We feel like we're in good shape there. But we obviously have strategic ambitions that are going to require us to continue to add talent to our company.
And so we will have that burden that pressure point in terms of managing our cost structure going forward. But from a management team, we're we feel like as we grow, we need to look for those opportunities for leverage to leverage our cost structure, leverage our SG and A, for example, I might go back 4 plus years ago when we were first spun as a public company. We added in all those public company costs And we were a relatively small company, a little over $800,000,000 in sales roughly run rate. We're a bigger company today, in terms of our sales run rate. And we'll be hopefully a bigger company in the future, and we expect to leverage that cost structure as we grow.
And that's That's something that's on the minds of us as management to really find ways to make those productivity gains happen.
Sure. And then lastly for me, just on the capital allocation priorities. Obviously, you're active on the buyback if I'm doing my math there should be about $17,000,000 or so left on that. So can you just rank your capital allocation priorities looking forward?
Well, obviously, we were very active this last quarter. And, and as I stated in the last calls, we have this particular topic on every board meeting agenda, capital allocation, capital allocation priorities, to the extent that we find the acquisitions in the market at the right price that we think can really move our strategy forward. We're certainly placing a priority there. We've had a large priority on CapEx. And if you've noticed on our CapEx the last three quarters, we've actually been below appreciation with CapEx in the last three quarters.
We expect that could tick up a bit here in the second half because we do have some new program wins that will require capital to support them. But overall, CapEx has been lower than it's been, let's say, the last few fiscal years. And so, and so some of that is a bit of a proxy to the organic growth that we would expect going forward because as we've said in the past, a CapEx should approximate depreciation to support, let's say, a mid single digit kind of growth rate. And so, so that's subsiding a little bit the requirements for CapEx. So we'll keep an eye on that.
But I would say acquisitions that help accelerate our strategy, and as you stated, we still got room on the board approved buyback. So we'll will balance both carefully as long and as well as balancing it with paying down our debt, which we now have. So the board will review that every quarter. We'll set those priorities and act accordingly. And I think what you've seen in our allocation in the past, I don't see a lot of changes to the allocation in the future.
Great. Don, Mike, thank you very much for the color. I appreciate it.
Thank you.
Thank you. And our next question comes from Richard Greenberg of Donald Smith and Co. Mr. Greenberg, please go ahead with your question.
There's got to be, as you say, there's this balance of capital allocation. And I guess the concern would be, on GE, I said, look, like you from just looking at these numbers, you haven't filed your Q yet, but it looks like you took on about $24,000,000 of goodwill and intangibles. Which implied you paid a price in excess probably or around 2 times book and 100% of revenues, I think. And when you compare that versus your own stock at slight premium to book and 40% of revenues, and we know the history of most acquisitions, but acquisitions in this industry and what's happened to those kinds of intangible assets over time. So It seems to me you've got to be really cautious when you make an acquisition like this relative to your own stock.
What gives you that comfort level to pay that kind of price and how much more kind of those soft assets, which bother the heck out of people like us? Are you willing to take on?
Well, I'd tell you that the GES acquisition certainly stretched us in terms of our our views for the same reasons that you just mentioned. I would say that for an acquisition that would be closer to what we do, let's say in our traditional EMS business, we just wouldn't pay that kind of money an acquisition like that. But for our new platform strategy, the strategic ambitions we have and in this new area of business for us in automation test and measurement. We just felt like this was a good asset for us to go after a good target to really launch this new platform strategy. And we feel like we are a good combination with this business in terms of being able to scale it up relatively quickly with the business combination the combination of our resources, synergies within the customer base, etcetera.
So I look, I'm not I'm not going to tell you that we're these are easy decisions for us. So we may there's no doubt we our teams put a lifetime and energy and effort into analyzing those very things that you described for those very reasons. So and that will will be the same as we as we scrutinize acquisitions going forward.
Do you think that acquisitions are going to be more in the line of this new kind of business, which does require these higher multiples paid or would it be more in your traditional business?
The traditional EMS business acquisitions that we've looked at, are a bit overpriced frankly in our view. And again, we just couldn't really justify paying how or multiples for those acquisitions, even if we had a really good synergy list, we have a hard time justifying paying higher multiples for businesses that are just like our traditional EMS business and that are commanding a higher let's say multiple or multiples than we ourselves have in the market as a public company. The areas that that we do like. If you go back to 2016, the acquisitions we did in the medical BCMS space, We like those acquisitions. It's maybe a half a lane over or a full lane over from traditional EMS, but we like those businesses.
We think that there's an opportunity to command a margin, maybe slightly higher than our average. And so those will continue to be a priority. In terms of our new platform strategy and automation test and measurement here, I think we want to make sure we put all of our efforts on integration of GES. We want to make sure we get full benefit out of what we've acquired there. So, would we do a bolt on or tuck in acquisition that would further develop our new platform strategy Yes, we'll certainly look at those, but we like what we got in the GES acquisition.
Hardware business a service business and a software business, all contained within the GES entities that we acquired And so we've got a lot of work to do here. We think there's a lot of things we can do to bring out the synergies and to really grow this asset. Okay.
Okay. Just it rings kind of familiar to me of, like Celestica was talking about the acquisition they made and And I don't really know the business as well, but also mobility and, semi equipment into now the semi equipment business is kind of peaky. So I just question, did you guys kind of maybe miss time to cycle a little bit and overpaid, just like it seems to me, Celestica may overpaid to their acquisition.
Well, hard to time the cycle Matt, you're right, both semi and smart mobile device, those are definitely somewhere in a downward cycle. I don't know if the cycles are as predictable maybe or as long as deep as they've been years past. But we really were looking long term on this, Richard. This was a launching pad for us that we thought had, I mean, there's just it's hard to just find a perfect target, but we really liked what we saw in GES. Again, the hardware software software service aspects all being in place.
We spend a lot of money in these areas ourselves in our own factories. That's one of those synergies that really helped build the business case for us as well, which we'll want to get at, medium to longer term. But we're really looking at the long term shareholder value creation here. And yes, if you look at it on paper, if we you would say we bought it in the low season and maybe in a downward cycle, but I don't think we overpaid for it. I think we paid a fair a fair value for it.
And I think it's up to us now as management to make this successful, get the true synergies out of it. And scale up the business and generate profitable growth for our company.
Okay. Okay, Don, good luck.
Thank And I would now like their remarks.
Thank you, Josh. That brings us to the end of today's call. We appreciate your interest and look forward to speaking with you on our next call. Thank you, and have a great day.