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Aramex PJSC Investor Presentation 3rd quarter 2012.

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Presentation on theme: "Aramex PJSC Investor Presentation 3rd quarter 2012."— Presentation transcript:

1 Aramex PJSC Investor Presentation 3rd quarter 2012

2 Company Profile Company Structure Strategic Direction
Financial Analysis

3 Aramex Quick Overview Highlights
Background Established: 1982, 27 years in operation Hubs: Main hubs in Amman, Dubai, Hong Kong, Liege, London, New York and Singapore. Offices: 309 offices in 200 major cities worldwide Staff: Over 10,295 employees Founder of the Global Distribution Alliance (GDA) and co-founder of the WFA World Freight Alliance. Activities: Aramex is a logistics and supply chain management company providing total transportation solutions – One Stop Shop. Financial Performance Year 2011 Revenue (2011): US$701 million Gross Margin (2011): 53% Net Income (2011): US$57.6 million Net Margin: 8.2% Shareholders Equity (2011): US$516 million Total Assets (2011): US$679 million Cash (2011): US$86 million Revenue (3rd Q'12): US$208 million Gross Margin (3rd Q'12): 53.0% Net Income (3rd Q'12): US$14.5 million Net Margin: (3rd Q'12 ) 7.0% Shareholders Equity (3rd Q'12): US$542 million Total Assets (3rd Q'12): US$716 million Cash (3rd Q'12): US$75 million Financial Performance 3rd Q’12

4 Aramex Background History
Ownership 1982 1997 2002 2005 Established as a Privately Held Company First Arab-based Company on NASDAQ Returned to Private Ownership Public on Dubai Financial Market Product Progression 1982 1984 1985 1997 2004 Express Wholesale Delivery Express Retail Multiple Product Offering Value Added Services Supply Chain Solutions

5 Shareholders Value Creation
Growth in Aramex’s Value (US$ Million)

6 Aramex Geographic Coverage

7 Aramex People Growth in Number of Staff in the past 7 years

8 Awards & Recognitions 2007 2008 2009 2010 2011 Highlights
- Retail Project Award (Shop &Ship product) - Global Mail Awards - 3rd Party Logistics Provider of the Year, SCATA - Best Environmental Practices, International Green Apple Awards 2008 2009 - Environment Award, BIFA Outstanding Achievement of the year Award, SCATA Express Logistics Provider of the Year, SCATA Best Quality Assurance Program, Middle East Call Center Awards 2010 The Aramex team won the Best Small Call Center at the Call Center Awards 2011 in the UAE. Special Services Award at the 2011 BIFA Awards in London, UK.  Most Improved Website - consumer and lifestyle – at the Internet Awards Middle East in Dubai, UAE. Nominated for the Best Social Media Company by Mashable, in Las Vegas, Nevada. Aramex in Ireland and the UK get recognized at the IFW Awards as highly commended road freight operator. 2011

9 Key Sustainability Issues
Aramex is one of the first companies in the region to report on its sustainable business practices Key Sustainability Issues Community Empowerment: Community based projects that target community and youth’s needs through a highly interactive participatory approach. Partners include NGOs, private sector, public sector, community centers, etc. Youth Empowerment & Education: Providing internship and training opportunities to students, as well as developing applied training programs in partnership with universities. Sports: Sponsorship of sports events, the Riyadi Club (Basketball and Squash) in Jordan, Jeddah United (the first women basketball team in Saudi Arabia, etc.) Environment: Introduction of Hybrid cars into aramex fleet, change to unleaded gas, using biodegradable and recycled material, commitment to become the first carbon neutral company in the region, etc. Emergency Relief : Providing logistics support and aid donation campaigns to disaster stricken areas such as: Asia Tsunami, Pakistan Earthquake, Lebanon War, Gaza War, etc.

10 Company Profile Company Structure Strategic Direction
Financial Analysis

11 Asset Light Model Aramex asset-light business model translated into a high degree of flexibility and agility in pursuing opportunities as well as efficient cost management. During the recession, Aramex asset-light business model allowed the company to create considerable efficiencies improving both the gross profit and net profit margins.

12 The Aramex Model Federal System Front Line Global Services Office
Highlights Federal System Front Line Federation of interdependent companies, that function as an independent unit managed by a local CEO Each unit sets its own business plans, objectives and budgets in line with the corporate strategy Global Services Office Manages interaction among members of the federation Sets policies, procedures, & monitors compliance Provides marketing, network infrastructure & IT infrastructure Area Boards Aramex geographic regions are divided into five areas: Levant, Gulf, Africa, Asia and West (Europe and US) Each area has a board composed of the senior regional manager, and other functional directors …etc Area boards are responsible for the area’s strategic direction, budgeting, performance, and operations

13 The Aramex Model Culture and Values Unique Corporate Culture
Highlights Culture and Values Unique Corporate Culture Belief that people are Aramex’s most significant asset. Encouraging creativity, innovation and entrepreneurship. Empowering employees through continuous development & training. Promotion from within Committed to economic and social development as well as environmentally friendly practices. Key Values Customer centric and dedication to service excellence Decentralized and flat organization Trust based system that empowers the front line

14 Company Profile Company Structure Strategic Direction
Financial Analysis

15 Vision: To enable and facilitate regional & global trade & commerce
Emerging markets: Capitalizing on experience, technology, product offering and international network by expanding the geographic reach into emerging economies with high growth potential. Core markets: Leveraging and expanding infrastructure in existing geographic locations to strengthen market positioning by introducing new products and services. Mediums of geographic expansion: Franchising which will provide Aramex with a revenue stream, requiring minimal capital and management. Small and medium-sized attractive acquisitions and Joint Ventures which can be integrated.

16 Regions Identified for Geographic Expansion
Aramex has extensive knowledge and experience in underdeveloped and developing markets and sees tremendous value in developing its global network by introducing its asset light model and product offering into new markets with high growth potential. Taking the Aramex model to new markets will strengthen its position as a key global provider specialized in emerging markets while operating a global independent network: Potential areas for expansion Africa and CIS: Aramex is looking to invest in key African and CIS markets that enjoy political stability and economic growth potentials by working with partners that possess industry knowledge and can benefit from Aramex’s network and know-how. Asia: Aramex will further expand its current operations in locations like Singapore, Hong Kong, Indonesia, Vietnam, while developing its gateways in China and looking for investment opportunities in other South East Asian countries. The Asian presence aims at servicing important trade routes between Asian markets and other markets. India: Aramex has a sizable operation in India that offers international and domestic express service, and is looking to further enlarge its geographic presence and product offering.

17 Expansion through Acquisitions
Advantage Highlights Performance Profitable company with margins in line with Aramex’s margins. Capacity to support reasonable levels of leverage to allow for financing. Proper financial disciplines with accredited auditors. Non-asset based companies. Financial Experienced management teams that are willing to continue post acquisition Track history of having met projections and budgets Diversified client base with minimal reliance on top clients or on network of agents Not part of or affiliated with an already established network Strong corporate culture that is in line with Aramex’s Ability to change and incorporate the Aramex Accounting and IT systems. Management / Employees

18 Franchising Opportunities
Aramex can offer potential franchisees its established IT systems technology that is capable of running multiple transportation products using latest internet based technology. In addition the Aramex independent international network and brand can provide opportunities for growth to local and regional transportation companies looking to offer a global service. At the same time, Aramex can benefit from the local knowledge of such independent local companies to facilitate market entry, grow its revenue base, expand its brand awareness and improve service offering. As part of the franchise program, Aramex has the ability to acquire a majority stake at favorable valuations which will provide attract acquisition targets.

19 Leveraging Existing Infrastructure
Highlights Expansion of Warehousing Facilities Supply chain solutions outsourcing is expanding in the Middle East and South Asia; warehousing is a critical pre-requisite for offering these services and where appropriate warehousing space is not available Aramex will invest in purpose built facilities Acquisition There are a number of small to medium size businesses within the region that can be integrated with the existing Aramex operation and produce considerable efficiencies. Aramex continuously seeks to identify such companies to grow revenues and profit at higher efficiency. Aramex has succeeded in introducing new products when it acquired Info-Fort, a records and information management service provider. The offering has proved to be a very successful and niche one that has already expanded to 9 countries (GCC, Jordan, Egypt, Iran) and that has potential to other core markets. There are also various opportunities across the network, to further develop products and services, using existing infrastructure. New Product Development

20 Company Profile Company Structure Strategic Direction
Financial Analysis

21 Revenue Growth in Revenue (US$’000) CAGR 9.6%

22 Product Distribution Change in Product Distribution 2008 3rd Q'12

23 Geographic Distribution
Change in Geographic Distribution 2008 3rd Q'12

24 Gross Profit & Gross Margin
Growth in Gross Profit (US$’000) CAGR 12.8 %

25 Net Income & Net Margin Growth in Net Profit (US$’000) CAGR 14.9 %

26 Aramex PJSC Balance Sheets

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