Elders Limited

Thank you very much and welcome to all of those on the call for the Elders Half Year Results presentation for the FY25 year. Thank you for joining Paul and myself for the session today. As an overview, the half year results today are very strong on a half year comparative basis with a 67% uplift in EBIT on the first half last year. As flagged in the FY24 full year results in November last year, We anticipated the normalisation of the very poor first quarter from last year. This has been achieved with a corresponding improvement in the FY25 first half result from an EBITROC gearing viewpoint. We've also made good progress on our SISMOD rollout with South Australian and Tasmanian branches rolled out, with Queensland and Northern Territory branches being rolled out currently. It's planned for all states to have completed their branch rollouts by year end, in line with the plan and within budget. In addition, Project Slimline has delivered our targeted cost reductions and Project Streamline is also on track with our supply chain efficiencies benefits as shown in the numbers that we will review today. Over the first six months of FY25, we have experienced good growth across our livestock and wool agency services, our real estate services and our feed and processing services and our financial services. Our rural products category has seen some market softness with very dry conditions in South Australia, southern New South Wales and western Victoria. However, the outlook looks quite promising with weather than average conditions predicted for the second half of the winter crop and the year, and we're starting to see those rainfall patterns coming through southern Australia now or at the moment. With this in mind, the performance of Elders with its clear and consistent strategy, multiple diversifications, high financial discipline and endearing customer anchor as the most trusted brand in Australian agriculture, we have remained very, very resilient. The result is strong in safety, sustainability, EBIT and ROC from a first half performance viewpoint. Our eight point plan commitment is to provide five to 10% growth in EBIT and earnings per share at a minimum of 15% return on capital in a sustainable manner through a safe and inclusive workplace. The outlook remains consistent with our 5% to 10% growth through the cycles through to the end of this APON plan in FY26, albeit with a difficult year one of this three-year strategy. I'm moving now to the Delta Agribusiness Acquisition announced in November and the investment highlights and progress on this acquisition. At a high level, this acquisition is fully aligned with the Elders Acquisition Rational that delivered Titan Ag, Air, and many other bolt-on acquisitions to elders. With pre-synergy ZPS accretion, enhancement of our technical and ag tech expertise and offerings, a strengthening of our geographical diversification, particularly in New South Wales and Northwest Victoria, South Australia and Western Australia, building on our crop protection and animal health regular package portfolio to drive our backward integration strategy, providing an additional platform for retail segmentation, allowing greater customer centricity. and providing further coverage for our real estate and financial services offerings. We have continued to actively work with the ACCC team on the Delta Elders combination and expect to receive the findings from the ACCC this Thursday. This will provide helpful clarity and certainty for the next steps of this transaction. With the strengthening of our financial performance progression and the conclusion of many of our transformational projects, including SISMOD, Elders Wall, the automated distribution centre, Project Slimline, Project Streamline, and also the expansion of our mill feeding facility in our feed and processing area. And with all these benefits beginning to flow, and also with the impending Delta agribusiness findings and a positive market outlook, we are both confident and optimistic for the future of Elders. We're truly on the cusp of a very positive period for the business, our customers, our people, and our shareholders. Our approach for today is that I'll provide an overview of the results, Paul will then go into the detail of our financial performance, and I'll then provide an update of our outlook and growth and transformation initiatives as we deliver our fourth eight-point plan over the next two years. With that overview, we'll now commence with the FY25 half-year results presentation. So moving to the agenda slide. And we'll follow the common approach that we use. But I did want to highlight on the appendix on item five there, because we don't touch the appendix unless there are questions. But we pride ourselves in high disclosure and transparency. And I would direct you to the appendix section to see the KPI trends for all products and services over the last five years, and detailed diversification data. The transformational impact on ROC, and we will talk a little to this, because the significant capital investment that we've made to transformation over the last few years has had a cost in terms of our ROC and also our EBIT, but now as we're breaking the back of that, we're coming to a period where we'll be able to reap the benefits of those multiple projects. It shows our business model in the Appendix gross margin sensitivity analysis we normally include, and also the discipline of our capital management framework. So moving then onto the key investment drivers. And the key investment drivers for elders, as you see, this EPS growth, and we'll see as we go to future slides the trending on this, a very strong return through the cycles. The first three APON plans, 20% plus in terms of ROC, and also the growth rate through that period above 20% as well. The geographical diversification and product diversification, which helps us do well in bad situations as we've done this year with the first half with wet conditions up north and dry conditions down south. Significant room for growth for the business as we have many of our products and services are very low market share. So there are multiple areas to grow from that viewpoint and also many geographies that we're not in at present. We have focused on the transformational initiatives And these benefits are coming through FY26 in an ongoing basis. And our estimate of the investment over the period in these transformational initiatives is in the area of $100 million of capital, as we've reported and showed you in a transparent way, as each of these business cases has been approved. Significant pipeline of new opportunities. And I think we are at a turning point in terms of our roads opportunities. With the clarity and certainty around the Delta Ag acquisition, our view is that we have a big portion of our ongoing growth opportunities through integration benefits, through backward integration benefits, and through the efficiencies improvements from our major transformational projects, as opposed to the component that we had of bolt-on acquisitions. Then we look at the robust balance sheet, and we talked about the normalisation of Q1 from last year and the implications that would have on our balance sheet, and Paul can talk to that detail as we go through the presentation. So we move to the next slide. And you can see for the next slide, through the first three eight-point plans, very clearly we way overachieved our objective from an ROC viewpoint and also from a growth viewpoint. At that time, we took the decision that this is the right time to invest heavily in our transformational projects. And you can see we've outlined the transformational period that, as we say, we've broken the back of. And as I mentioned, in that period, we've had Elders Wool, the automated wool facility that we put in place, and we've had SysMod, and we're through the half of that project. And we've had the feed mill improvements in Kalara. We've also had our formulation facility in Western Australia, Agritol, that we've invested in and is now producing product, as well as the other internal projects we've streamlined and slimline. So significant activity, capital and expense through this period on ensuring that Elders is in a very strong position then to take advantage of the benefits. All of the benefits we talked through were above the 15% return on capital and our sense is that we've moved through those. We've taken the capital pain, which is a part of the trend on that slide, but we know that the benefits are coming through. So if we move to the next slide, in terms of our people and customer highlights, three lost time injuries this year. In the first half, these were all livestock injuries. And we had, for the whole of last year, we had two. So we had two in the first half last year. So it's disappointing with our very, very high standards of zero harm to anyone ever. However, we have put in place further reinforcement of our safety culture, particularly in the area of livestock management. In terms of the total recordable injury frequency rate, both the lost time injury frequency and the total recordable injury frequency are significantly below industry benchmarks. So I guess the story here is that we're doing well and better than the majority of other players that we compare ourselves to. But any injury to anyone is unacceptable. So we have some work to do there. The net promoter score has improved over the previous period. And then we go across to the other side with the women in senior positions at 23%. And that's good progress from the 4% of women in senior positions when we started the 8.1 plan yesterday. approach to running the business. We've got a long way to go, but it is very, very pleasing that we're making really good progress as we bring pathways for young female managers to come through the business. In terms of employee engagement, again, in the top quartile of all companies in Australia in terms of the high performing, and we've done a little bit of work around the additional organic points of presence. Moving to the next slide, and you can see the trend line and our total recordables on the right-hand side, and also on the left-hand side, the three lost time injuries for the first half. Moving to the next slide in terms of sustainability performance, and again, some really good progress here, in a way, as we like to see it as being a very authentic, practical and real way with the partnering that we're doing with Charles Sturt University with a number of initiatives, the partnering with SmartSat CRC and the Zero Net Emissions CRC, again, working very closely, the Bagmaster initiative. And for us, it's all about ensuring that it's real and not virtue signalling. And we're quite comfortable on the left-hand side of the slide, you see the flight path for us to achieve our objectives there. And so finally, it's an overview, moving to the financial analysis. And you can see the underlying EBIT, some 67% up on last year. And Paul will go to the detail, but that 67% up with what we say is a normalised Q1. If we go apples for apples, and as I say, we'll talk to this in more detail later, There's $6 million of incentives that are in that $64 million number that weren't in last year's comparative number. So apples for apples, it's very much at or above the commitment that we talked about at the full year result. and the outlook remains quite positive given that this includes the flood conditions in Queensland Northern Territory and also the drought conditions in Southern Australia. Going to the return on capital, as you'd expect, the responding impact on return on capital. And Paul will go to the detail on a normalised return on capital, just to give you a sense of the transformational project impacts. And we'll also get the detail on cash conversion. So with that, Paul, I'll hand over to you to go to that detail.

Yeah, thanks, Mark, and welcome, everybody. I'll commence on slide 12 of the PAC, which summarises Elders' first task. with the first quarter playing out largely as forecast with a significant turnaround in our agency services business. Underlying EBIT, as Mark mentioned, 64.3 million, an increase of 67%, but compared to what was a challenging corresponding period in FY24. The improved result was supported by a strong turnaround in livestock prices and volumes, as well as continued momentum in real estate from both acquisition and organic growth. These positive contributions were partially offset by a reduction in retail growth margin, most notably from South Australia and Western Victoria, due to a dry start to the winter crop. Progress has been made in restoring return on capital and leverage to target, with continued improvement of focus for the second half. I'll now move to slide 13, which displays Elders' five-year financial performance from FY21. Over this period, sales have increased at a five-year compound annual growth rate, or CAGR, of 6.5%, supported by acquisitions and organic growth. Gross margin has increased at a five-year CAGR of 7.7%, with first-half gross margin up $39.1 million compared to the prior corresponding period, or PCP. Comparatively, costs have increased at a five-year CAGR of 11.6%, but were reduced compared to PCP after excluding additional costs from acquisition and transformation. Underlying EBIT increased 26 million compared to PCP. Moving now to slide 14, which focuses on shareholder returns over the past five years. As displayed, underlying earnings per share increased to 21.4 cents from 9.1 cents in the PCP, up 12.3 cents. supported by the turnaround in livestock agency and a strong performance from real estate. A dividend of 18 cents per share has been announced, unchanged from the prior period and franked at 50%. I note that consistency in dividend payments remains a priority within Elders' capital management framework. The dividend payout ratio is currently elevated above Elders' target of 40% to 60% of underlying NPAT, is forecast to return to within the target range in FY26. Moving now to slide 15, which contrasts FY25 against PCP. In addition, this slide details the impact on key financial metrics from the capital currently held that will be applied to the completion of the Delta acquisition subject to ACCC approval. Elders has delivered a strong first-half result with the following highlights evident. Sales revenue increased 71.3 million, up 5%, despite dry conditions in some key cropping regions. Gross margin increased 39.1 million to 324.5 million, up 14% against PCP, with growth achieved across most products. Return on capital increased from 11.4% to 12.7%, with additional uplift forecast once the benefits from systems modernisation are realised. Net debt was negatively impacted by intra-week volatility from livestock networking capital over balance date. We'll discuss these key metrics further as we move through the pack. Moving to slide 16, which displays Elders' gross margin diversification, a key defence against seasonal variability. As noted, gross margin increased 39.1 million to $324.5 million. The key drivers of this result include agency growth margin increased $20.5 million, or 36.7%, following a strong recovery in livestock prices, increased livestock volumes, and a full first half of elders' wool operations. Livestock volumes have been driven by strong international demand for protein, as well as some destocking in drier regions. which may impact volumes in the second half. Should this occur, a price offset may follow, mitigating the impact on Elders Agency Services business. Real estate services gross margin increased 18.5 million or 52.3%, with property management, residential and broadacre sales all improved compared to PCP, supported by both acquisitions and organic growth. Wholesale products increased $3 million, or 8.9%, due to higher sales and tight cost and margin management. Financial services gross margin increased $2.7 million, or 10%, supported by growth in the broker model through the acquisition of Riverland Lending Services and the addition of company-employed agri-brokers alongside improvement in the livestock in transit warranty product An increase in on-balance sheet lending was also achieved. Collectively, the increase in gross margin across these products more than offset the reduced earnings from the exit of the Rural Bank Exclusivity Agreement in FY24. Feed-in processing was another highlight with gross margin up 2.1 million or 23.6% due to productivity and efficiency benefits from the new feed mill commissioned in August 2024. Growth in the above products significantly outweighed the negative impacts from retail products, which will be discussed further on the following slide. Moving to slide 17, which further analyses product performance in the first half. We hesitate to include weather maps in Elders Investor presentations, but in this instance, we feel they are the optimal way to demonstrate both the significance of the dry conditions, especially in South Australia and Western Victoria, as well as the case for cautious optimism based on the seasonal outlook. Notwithstanding the dry start, the outlook for retail products nationally is considered average with favourable conditions in many cropping regions. In the winter crop regions currently under moisture stress, widespread dry sowing brings the possibility of stronger demand for post-emergent crop protection products in the second half. We note also that the favourable moisture outlook extends into spring which has the potential to push livestock turnover to the first quarter of FY26, should it occur. Turning to slide 18 to discuss costs, which reduced $8.8 million when adjusted for acquisitions and new business. The primary drivers of the decrease are tight control of discretionary spending alongside a net reduction in FTE following a cost rebasing completed towards the end of FY24. The increase in costs from elders wool resulted from the first full half of operations and is more than offset by a corresponding increase in gross margin. I now turn to slide 19 to discuss return on capital, which improved from FY24 but remains below elders target of 15%. Over the period, return on capital increased from 11.3% to 12.7%, primarily from the improvement in underlying EBIT. When adjusted for the impact of acquisitions and transformational projects, return on capital is 14.9% and close to elders target. Move now to slide 20 and working capital, where we see an increase in working capital of 45 million from FY24, notwithstanding a decrease in retail products, working capital of 80 million driven by retail data collection in line with expectations outlined at the FY24 four-year announcement. This was offset by an increase in livestock agency networking capital of $81 million due to high livestock settlements leading into balance date and the timing of balance date itself, which will be further discussed in subsequent slides. Retail inventory was stable compared to PCP. A pleasing result given the late start to winter crop in key cropping regions This was achieved through active inventory management and specifically the relocation of stock between states. Moving now to slide 21 in cash flow where we see an operating cash inflow of $31.2 million, a pleasing result considering the balance date timing impact from livestock agency. The outlook for operating cash flow and cash conversion in FY25 is considered neutral. with livestock networking capital forecast to reduce in the second half, the potential for retail debtors to be elevated at a four-year balance date if higher post-emergent crop protection sales eventuate. I note that the physical payment of company tax for Elders Limited will not recommence until 2026. Excuse me. I'll now move to slide 22 to provide a detailed update on net debt and leverage. Waterfall charts provide our best assessment of a normalised net debt and leveraged position, adjusting for the benefit of capital held at balance date that will be applied to the Delta acquisition if approved, and also the intra-week timing impact that livestock agency has on this balance date. Breaking down the movement in net debt, we see a slight decrease from $436.8 million at the end of FY24 to $423.4 million at half-year balance date. Acknowledging this includes the benefit of $50 million of equity retained for flexibility and acquisitions. Whilst there is more work to do on net debt, the half-year result is considered reasonable given the working capital uplift that occurs at half-year preparation for winter crop. Turning to leverage, we see a reduction from 3.1 times at the end of FY24 to 2.4 times on a normalised basis. This remains above our target of 1.5 to 2 times. as the business balances capital expenditure for systems transformation, dividend maintenance and business growth. Further improvement in leverage is within Elders' control through moderating the pace of acquisition spent and more selective capital allocation to balance sheet lending and seasonal finance, which comprise a significant portion of trade receivables. Assuming seasonal conditions, Elders expects continued progress in the second half on returning accounting leverage toward our target of one and a half to two times. I'll now move to slide 23, where we see significant headroom across banking covenants. I note that our bank leverage covenant excludes receivables funded through debt of securitisation, given their self-liquidating nature. For context, client lending comprised approximately 30% of the receivables balance at 31 March, or $270 million almost 60% of the net debt balance. This concludes the financial section of the presentation. I'll now pass back to Mark, who will provide an update on strategy and outlook.

Okay, thanks, Paul. So if we just move to the next slide, and it's referencing the fourth equine plan, I actually just... I just noted that when I talked about one of the introductory slides, I forgot to emphasise the fact for the fifth year in a row, Elders is the most trusted brand through regional rural Australia, and that does form a part of our ambition in the eight-point plan. So with regard to this slide, we'll focus on the transformational component and the innovate and grow component. I think the numbers that Paul's just run through demonstrate the business as usual and running the existing business with high financial discipline areas. And I'd just also like to note that in terms of the innovate and grow, backward integration component, which has been delivering a significant part, has hit the 65% level that we targeted for this year and looks like running through as we kind of complete the year through this winter crop. In terms of bolt-on acquisitions, There have been five completed in this year. $4.3 million of annualized EBIT in that period. And also for the second half of FY25, we've also got in the order of $6 million of EBIT coming through from last year's Bolton acquisitions that weren't referenced in the same period last year. So I think from a Bolton viewpoint, that'll be also an upside for the second half. And as we've indicated, In terms of the bolt-on strategy, we've taken the accelerator off that as we look for our capital management. And also, given that we've become or gone, we've strongly been investing in real services, we're looking at diversifying the bolt-ons that we target now into other areas like financial services, real estate, and to an extent, agency. So there are six areas candidates in our pipeline at the moment, both on acquisitions, but we have actively taken the decision, as indicated last November, to go slow on that while we can complete all the transformational projects, and hopefully over the next 12 months, the commencing integration of the Delta agribusiness acquisition. So going to the next slide, in terms of our strategic priorities, and the big one has been the system's modernisation. Again, we've been very transparent on our progress, and there has been great progress and costs, transparent on our costs as well. We provide the numbers, or the detailed numbers, as each business case for each wave is approved by the board, and we'll do that as we go through to the next waves. Our plan is to complete the rollout of the point of sale material... through to the end of this year through the eldest branches. And then we attack wave three, wave four concurrently with a view of turning off the legacy system either in the last quarter of calendar 26 or the first quarter of calendar 27. Going to the next slide, in terms of strategic priorities, innovate and growth, And you can see the growth enablers we have in the right-hand box there with financial service expansion, real estate expansion. I think we're right for large acquisitions at the moment, but really focused on organic growth, efficiency and benefits out of the internal transformational projects we've had, like systems modernisation benefits, supply chain optimisation and, as I say, the backward integration that we've been moving along quite nicely So then we go to the next slide, which is the market outlook. And I think Paul twisted my arm, or I may have twisted his arm, to include those weather maps. But the outlook, we're seeing rainfall through southern Australia now. We consider the impact of late season, the early season winter crop that starts after Anzac, And there are always upsides and downsides. You may recall last year with the late season in Western Australia, we thought that they'd started their dry seeding. And our information is that about 20% of South Australian Victorian broad-acre winter crop has been dry sown and then wait for the rain to come. So the outcome of last year's late season with Western Australia was a record crop in Western Australia. And it does tend to unfold in a fairly predictable way, the way you don't have fallow spraying and you don't have heavy pre-emergent use for dry seeding, that you do get significant weed infestations coming up through the crop. Once there is rainfall, as we're seeing it's starting to occur now, And therefore, there's a significant post-emergent market that emerges. And with the outlook of weather conditions are normal, also an enhanced cereal fungicide market that may emerge. So for us, we need to balance that carefully in terms of our product supply chain and ordering, et cetera, et cetera. But we do have a good process in doing that. If we go to... So basically the overall market outlook remains quite up and quite positive. And for us, we feel that a lot of the geopolitical issues, domestic issues and seasonal issues that may have thrown us are actually okay as we look forward to the next six months. So just to finish off before we open to questions, and happy for any questions to reference items in the appendix. But we are really feeling that elders are on the cusp of a really solid period, given that we've done all the heavy lifting around our transformational projects. That spend is coming to an end, and the benefits are starting to flow through as we complete this eight-point plan. We note that the first three eight-point plans delivered well up and above both growth for the EBIT, the EPS, and the ROC levels. And taking the active decision to invest in these transformational projects meant that there may be some short-term pain while we wait for the longer, mid- and longer-term gain to flow through. So just to reiterate those transformational projects, so we've had Elderswall, and a number of you have visited the automated facility in Melbourne, but we also have a facility in Perth. We have the Streamline project. Paul's talked to the inventory levels and the efficiencies we've got in there. Slimline, he also spoke to the cost reductions in the FTE position on an apples-with-apples basis. We haven't talked a lot about the feed mill upgrade in our feed processing business. But the benefits are coming through, and we're seeing those in the numbers now. And also the investment in pivot irrigators that we put through the same facility that allows us to get a lower cost and more convenient access to fodder and grain for the feed mill. SysMod we've talked a lot about. And it's very pleasing. I proudly put through my first sale last week in Loxton and didn't provide a discount to the staff member that I was doing it for. But, yeah, it's great. When I was referred to leave the keyboard alone because it was a touchscreen, I came back into 2025. And the final one we haven't talked a lot about is the Agritel formulation facility in Western Australia. So that's up and running. We've done our first batches of trifluralin. So this provides significant supply chain benefit to us with large volume of patent products in Western Australia, which is over 30% of the herbicide market. And that's kicked off and we're, as I say, we've put the costs in and then we'll see the benefits flying over the next couple of years. So from our viewpoint, solid result for the year. Again, apples for apples. One with incentives in, one with incentives out. So we're up more significantly. And then there's another $10 million to $12 million of EBIT that's been foregone with the dry conditions down south for the first half and the wet conditions up north. So with that, looking forward to the second half and rolling out the rest of the April plan. And I think we'll go to questions.