-
Corporate PresentationAugust 2020
-
Ferreycorp and
Strategy
-
Highlights
• Established in 1922.
• First focused in consumer goods, strategic
alliance with Caterpillar since 1942 (almost 80
years)
• We operate through subsidiaries focused on
business lines related to capital goods and
consumables in Peru and other Latin American
countries.
• Other brands: Metso, Paus, Kenworth, Iveco,
Chevron, 3M, Good Year, Genie, Terex, Wacker,
Carmix.
• We serve all economic sectors: mining (50%),
construction, agriculture, fishing, industry,
commerce, telecom, oil, transportation.
• 6,500 workforce
-
History of the Corporation
2020
1922Ferreycorpfoundation (formerFerreyros S.A.A.)
40’s Caterpillar
90’s Debt Issuance: corporate bonds and securitization of
comercial papers.
1920 1930 1940
1950
1970
1980
1990
2000
2010
50’s Geographical expansión: establishment of branches in
Peru.
90’s : Organization of the business in order to take
opportunities arising from large mining.
00’s Complementary businesses (economic sectors, business
lines)
1960
00’s Establishment of policies and procedures regarding
corporate governance.
70’s Move operations to AvIndustrial facilities.
80’s Redefining business: focus on capital goods.
10’s International expansión: CAT and other brands.
60’s Development of complementary businesses.
60’sRegistry in Lima Stock Exchange
10’sShares issuanceBonds issuance in the international
market.
Reorganization: Ferreycorp
-
To be recognized as a leading economic group in Peru, with
presence in the Latin American region and an excellent
supplier
of capital goods and related services, that contributes to
increase the productivity and profitability in the economic
sectors in which we participate and promotes the development
of countries and stakeholders.
To be recognized as the preferred corporation to launch new
businesses and represented brands, related to the capital
goods field, due to its operational and financial capacity.
Vision
-
Service Integrity Commitment
Equity
CulturalPrinciples
Our Culture
Respect for Excellence and Teamwork
People Innovation
Values
-
Our Strategy
-
Guatemala
El Salvador
Belice
El Salvador, Honduras
Nicaragua
Chile, Colombia , Ecuador, Perú
BVL: FERREYC1
Caterpillar dealers and allied
brands in Peru
Caterpillar dealers and other businesses
in Central America
Other subsidiaries in Peru and abroad
Corporate Structure
-
Diversification Strategy
Sales
% of Total Sales
EBITDA
% of Total EBITDA
EBITDA Margin
# of employees
YTD2020
(S/. Million)
1,391 194 401
70% 10% 20%
122 26 54
60% 13% 27%
9% 13% 13%
4,389 744 1,130
Caterpillar dealers and
allied brands in Peru
Caterpillar dealers and other
businesses in Central America
Other subsidiaries in Peru
and abroad
Third group of companies is increasing their share in total
sales: 2013 (10%), 2014 (11%), 2015 (12%, 2017 and 2018
(16%) – as a result of diversification strategy through
complementary businesses.
-
Portfolio Diversification
-
Our operations and represented brands
http://www.carmix.com/index.htmlhttp://images.google.com/imgres?imgurl=http://mtzionmh.com/i/Genie-Logo.jpg&imgrefurl=http://mtzionmh.com/&h=379&w=1000&sz=138&hl=en&start=1&sig2=f0GMH1mF9IX40IcI0em2dg&um=1&usg=__PSqMUmkt4UsdYGPcCAzQnFji8dc=&tbnid=bat_jYyHiD0XnM:&tbnh=56&tbnw=149&ei=M7v7SO60LIeOeeDjpRg&prev=/images?q=Genie+logo&um=1&hl=en&safe=off&sa=Nhttp://images.google.com/imgres?imgurl=http://www.dirtygirlmotorracing.com/sponsor-lincoln-logo.gif&imgrefurl=http://www.dirtygirlmotorracing.com/links.html&h=99&w=300&sz=7&hl=en&start=4&sig2=jWq9ZYoisSj2st2xqvCGgQ&um=1&usg=__m5mmvVNmKmOZa80vrDB0fn2AyMQ=&tbnid=c5HfR0YbMezaIM:&tbnh=38&tbnw=116&ei=frr7SNbJG5GweviW2CE&prev=/images?q=Lincoln+electric+logo&um=1&hl=en&safe=offhttp://www.3m.com/us
-
12
Complete Value Proposition
Machinery
Agriculture business
Automotive business
Consumables
Services
http://www.carmix.com/index.htmlhttp://images.google.com/imgres?imgurl=http://www.dirtygirlmotorracing.com/sponsor-lincoln-logo.gif&imgrefurl=http://www.dirtygirlmotorracing.com/links.html&h=99&w=300&sz=7&hl=en&start=4&sig2=jWq9ZYoisSj2st2xqvCGgQ&um=1&usg=__m5mmvVNmKmOZa80vrDB0fn2AyMQ=&tbnid=c5HfR0YbMezaIM:&tbnh=38&tbnw=116&ei=frr7SNbJG5GweviW2CE&prev=/images?q=Lincoln+electric+logo&um=1&hl=en&safe=offhttp://www.3m.com/us
-
Long-term strategic alliances. Access to best
practices, Xcellence programs.
Market coverage
Unmatched supply chain and logistics
capabilities
Excellence in after market with experienced
technicians and accumulated data
Financial strength and funding sources
Innovation and technology
Ethics and compliance, Corporate
Governance and Sustainability
Key Capabilities
-
Quarantine
Impact and Managament
-
Quarantine management
Staff health
Monitoring cases
Protocols
Tests
Access to health
system and medicines
Access to financial
resources
Investors
Banks
Suppliers
Receivables surveillance
Factory availability
Frequent calls and
meetings
Monitoring factories
operation
Checking availability
of spare parts
Customers business
recovery
Close to customers
Macroeconomic
analysis
Expenses control
Consulting, travel,
events, training,
transportation,
maintenance.
Capex reduction
Immediate actions:
Understand government
measures
Ensure connectivity
Committees sessions
Prepare the return to labor:
Protocols
Produce license to return
Contact with customers
Recover profitability:
Efficient market coverage
Closing sales
Plan surveillance
Adjust plan
Efficient Communication: from the corporation, managers of each
subsidiary, emails, webinars, intranet
Staff health monitoring: surveys, leaders accompaniment
Focus on the following areas to ensure business continuity
-
105
199
120
171
Mar'20 Apr'20 May'20 Jun'20 Jul'20
252
450522
653573
416309
119120
121
130
130
123
5655
89154
153
133
90
16-Mar'20 Mar'20 Apr'20 May'20 Jun'20 Jul'20
Local Banks Foreign Banks CAT Capital market
625
697
863 857
699655
Debt(In million US$)
Cash Balance(In million US$)
157
174
8983
52
19 18 18
2020 2021 2022 2023 2024 2025 2026 2027
Debt Maturity(In million US$)
Liquidity and working capital trends
under Covid
-
Impact on financial expenses,
but controlled average interest rate
Financial Expenses(In million S/)
Average cost of debt
85
73
96
48 51
1.8%1.4% 1.6%
1.8%
2.6%
0.0 0%
1.0 0%
2.0 0%
3.0 0%
4.0 0%
5.0 0%
6.0 0%
7.0 0%
8.0 0%
0
10
20
30
40
50
60
70
80
90
100
110
120
130
140
2017 2018 2019 YTD'19 YTD'20
Financial expenses As a % of sales
+5%
+31%
3.67%
3.43%
3.68%
3.38%
2017 2018 2019 YTD'20
-
Fundamental of the
Business
-
31%
53%
9%
7%
52%33%
6%9%
51%
31%
10%
8%
-
500
1,000
1,500
2,000
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
YTD'19 YTD'20
-
36%
48%
7%
9%
Machinery
Spare parts andservicesRental and used
Others
US$
1.9BnUS$
1.7BnUS$
1.6Bn US$
1.4BnUS$
1.4Bn
US$
1.5Bn
US$ MM
US$
1.8 Bn
US$
816MMUS$
580MM
• Resilient business model.
• Spare parts and services support business.
• Diversification strategy through business
lines, presence in different economic sectors,
different countries, varios represented brands
and a diversified portfolio of products related
to capital goods.
(*) Other lines include: logistic businesses, lubricants and
consumables.
Sustainable Business Model
Sales by Business Line
-
CATERPILLAR49%
KOMATSU25%
HITACHI1%
EPIROC7%
LIEBHERR3%
ATLAS COPCO2%
P&H13%
CATERPILLAR55%KOMATSU
20%
VOLVO8%
JOHN DEERE6%
HYUNDAI2%
BOMAG2%
DOOSAN2%
HAMM1%
OTROS4%
CATERPILLAR77%
SANDVIK16%
EPIROC6%
XWD1%
CATERPILLAR55%
JOHN DEERE13%
KOMATSU9%
VOLVO2%
CASE2%
BOBCAT4%
WACKER NEUSON
2%
HYUNDAI3%
MANITOU3%
DOOSAN1%
OTROS6%
In unitsRolling 12 mo, Jun 2020
US$ FOB Rolling 12 mo, Jun 2020
US$ FOB Rolling 12 mo, Jun 2020
US$ FOB Rolling 12 mo, Jun 2020
20
Open pit mining
Underground mining General construction
Heavy construction
Caterpillar Market Share in Peru
-
Open pit mining sales: 2010 - 2019
Source: Minem & Ferreyros
US$ Million
Mining Investment
US$ Bn
198229
268325 325
361 354407
500528137
205
314
343
136
179160
119
87
150
0
1
2
3
4
5
6
7
8
9
10
0
100
200
300
400
500
600
700
800
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
Spare Parts and Services Sales (Open Pit Mining) Open Pit Mining
Machinery Sales Mining Investment
Open Pit Mining Sales
-
7 16 16
57
98
131
165 166 173192
215234
249
281
323
360376
416
482
515
563592
617 627651
$0
$2
$4
$6
$8
$10
19
95
19
96
19
97
19
98
19
99
20
00
20
01
20
02
20
03
20
04
20
05
20
06
20
07
20
08
20
09
20
10
20
11
20
12
20
13
20
14
20
15
20
16
20
17
20
18
20
19
0
100
200
300
400
500
600
700
Unidades entregadas camiones y palas Inversión Minera
Mining trucks and shovels population
Mining Investment
US$ BillionUnits
* Considers mining trucks 785 onwards + electric and hydraulic
shovels former ex-Bucyrus
Mining trucks and shovels population Mining investment
Mining Trucks and Shovels Population
-
Pre Feasibility Feasibility Engineering Construction
Mining Projects Portfolio
• Yanacocha Sulfuros
• Anubia
• Los Chancas
• Quicay II
• San Gabriel
• Haquira
• Michiquillay
• Antilla
• AZOD
• Bayovar 12
• Cotabamba
• Don Javier
• El Galeno
• Fosfato Mantaro
• Hierro Apurimac
• La Granja
• Los Calatos
• Macusani
• Pukaqaqa
• Racaycocha Sur
• Rondoni
• Trapiche
• Amp Pachapaqui
• Integración Coroccohuayco
• Zafranal
• Fosfatos Pacífico
• Magistral
• Amp Bayóvar
• Cañon Florida
• Conga
• Cañariaco
• El Padrino e Hilarión
• Ollachea
• Quechua
• Río Blanco
• San Luis
• Amp Santa María
• Optimización Lagunas Norte
• Corani
• Tia Maria
• Pampa de Pongo
• Amp Toquepala
• Quecher Main
• Relaves B2 San Rafael
• Amp Toromocho
• Ariana
• Mina Justa
• Quellaveco
US$31 BILLION US$13 BILLION US$5 BILLION US$10 BILLION
PROJECTINVESTMENT
(US$ MM)
Construction Period
Relaves B2 San Rafael 200
Mina Justa 1,600
Quecher Main 300
Amp Toromocho 1,355
Ariana 125
Quellaveco 5,300
Amp Santa María 110
9,000
2018 2019 2020 2021 2022
PROJECTS IN CONSTRUCTION STAGE (2019)
Source: MINEM
-
Mining Projects in Construction Stage
2019 2020 2021 2022
US$ 9,000mm US$ 3,959mm US$ 3,357mm US$ 5,140mm
PROJECTINVESTMENT
(US$ MM)
Relaves B2 San Rafael 200
Mina Justa 1,600
Quecher Main 300
Amp Toromocho 1,355
Ariana 125
Quellaveco 5,300
Amp Santa María 110
9,000
PROJECTINVESTMENT
(US$ MM)
Optimiz Inmaculada (UG) 136Integración Coroccohuayco 590
Amp Pachapaqui (UG) 117
Corani 585
San Gabriel (UG) 431
Yanacocha Sulfuros 2,100
3,959
PROJECTINVESTMENT
(US$ MM)
Pampa de Pongo 2,200
Zafranal 1,157
3,357
PROJECTINVESTMENT
(US$ MM)
Magistral 480
Haquira 1,860
Los Chancas 2,800
5,140
Source: MINEM
-
Presence in Large Open Pit, Medium Size and Underground
Mining
25
Yanacocha
Las Bambas
Shougang
Constancia
Antapaccay
Cerro Verde Cuajone
Toquepala
Toromocho
Mina Justa
Quellaveco
Cerro Corona
Raura (UG)
Islay (UG)
Cerro Lindo (UG)
Marcona
Iscaycruz
El Porvenir (UG)
Atacocha (UG)
San Cristobal (UG)
Carahuacra (UG)
Andaychagua (UG)
San Rafael (UG)
Pucamarca
Animon (UG)
Shahuindo
Yauliyacu
Inmaculada (UG)
Pallancata (UG)
Morococha
Uchucchacua
La Zanja
Iscaycruz
Antamina
-
Heavy Construction Industry Evolution
1455
1452
1390
1267
1209
114
51
047
970
932
840
79
97
76 800 820
771
78
9 826
842 9
0998
7 103
0 109
91
19
3 126
412
85 134
513
79 142
915
57 1602
1685
1705
18
00
18
29
1850
18
56
18
96
19
07
19
42
19
62
19
85 20
48 21
06 2
17
42
17
32
20
82
15
32
17
0 22
34
22
15
22
29
22
20
21
48
21
18
20
80
20
51
19
89
19
34
19
36
19
43
18
62
18
32
178
517
81
17
43
1739
1641
1599
1569
1570
1514
1387
1374
1350
123
01
186
117
010
94
105
11
019
960
941
945 965
96
29
06 945 95
39
37
925
917
87
38
7682
67
8776
07
18
72
06
8162
05
62
541
521
50
751
952
15
38 557
541
527
52
8 569 5
94 627 63
964
16
49
645 66
66
65 67
7 734 7
6475
07
71
770
791
808
78
879
67
94
817
828 83
68
13 846
829 8
8381
6
0
500
1,000
1,500
2,000
2,500
No
v-08
Ene-
09
Mar
-09
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-09
Jul-
09
Set-
09
No
v-09
Ene-
10
Mar
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-10
Jul-
10
Set-
10
No
v-10
Ene-
11
Mar
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-11
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11
Set-
11
No
v-11
Ene-
12
Mar
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-12
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12
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12
No
v-12
Ene-
13
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-13
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13
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13
No
v-13
Ene-
14
Mar
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14
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No
v-14
Ene-
15
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15
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15
No
v-15
Ene-
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Mar
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16
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16
No
v-16
Ene-
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Mar
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-17
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17
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17
No
v-17
Ene-
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Mar
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18
No
v-18
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Ene-
20
Mar
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May
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Units
-
Infrastructure Gap in Peru
US$ Billion 2016-2025
Water and sanitation 12.5
Telecom 27.0
Transport 57.5
Energy 30.7
Health 18.9
Education 4.6
Hydraulic 8.5
Total 159.7
Source: AFIN
Water and sanitation
8%
Telecom17%
Transport36%
Energy19%
Health12%
Education3%
Hydraulic5%
Investment by sector
-
Infrastructure Projects
Infrastructure Projects(In US$ million)
ProjectInverstment (US$ Million)
2019 1S2020 2S2020
Nuevo aeropuerto Jorge Chávez 0 47 40
Puerto San Martín 112 16 24
Línea 2 Metro de Lima 351 60 20
Puerto Salaverry 15 2 15
Puerto de Chancay 0 0 5
Autopista del Norte (Pativilca – Puerto Salaverry) 20 11 5
Aeropuertos del Perú (primer grupo) 8 7 0
506 143 89
Main Investment Projects(In US$ million)
Source: Apoyo ConsultoríaSource: IPE
-
Quick preparation of studies
Main difficulties: Municipalities permits and
land expropriation
Physical progress to 2015 was 60%. The balance of the
project already has a technical file since 2016 (although it
must be updated)
< Final studies are pending
The tender for the Project was postponed due to health
crisis. Studies are being updated and consensus is being
reached with the Ministry of Culture.
ProjectContract
signing dayProyecto
Investment
(US$ MM)
Estimated Start
of Project
Reconstruction
with changes
(United
Kingdom)
June 2020
15 hospitales y 74 colegios 640 1T2021
Soluciones integrales de 17 ríos y G
quebradas. Sistema de drenaje pluvial
de 7 ciudades.
1,400 3T2021
Minsa Hospitals
package
(France)
June 2020
Culminación del Hospital Antonio
Lorena70 1T2021
Mejoramiento y ampliación del Hospital
Sergio Bernales220 3T2021
Chinchero
Airport
(South Korea)
October 2019 Aeropuerto de Chinchero 500 2022-2023
G2G – Investment for US$ 2,500 million
G2G: Projects to be executed from 2021
Source: Apoyo Consultoría
-
Financial
Performance
-
Million soles (S/ mm)
4,8435,211
2,713
1,984
24.1% 24.1% 23.5% 25.3% 25.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
2017 2018 2019 YTD'19 YTD'20
Sales Gross Margin
- 27%
808 856916
436 398
16.7% 16.4% 15.6% 16.1%20.1%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
2017 2018 2019 YTD'19 YTD'20
Selling and administrative expenses As a % of sales
-9%
+13%
+7%
421466 459
263
1098.7%
8.9%7.8%
9.7%5.5%
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
2017 2018 2019 YTD'19 YTD'20
- 58%
- 2%
31
5,865
567621 680
377
202
11.7% 11.9% 11.6%13.9%
10.2%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
0
100
200
300
400
500
600
700
800
900
1,000
2017 2018 2019 YTD'19 YTD'20
EBITDA EBITDA Margin
- 46%
+10%
Financial Results
SG&A ExpensesSales and Gross Margin
Operating Profit and Operating Margin EBITDA and EBITDA
Margin
-
Net Profit
267
225245
173
-21
5.5% 4.3% 4.2% 6.4%
-1.3% -5.00%
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
-50
0
50
100
150
200
250
300
2017 2018 2019 YTD'19 YTD'20
Net Profit and Net Margin
(In million S/)
Gain (loss) to FX and Inventory Reserve(In million S/)
-
Investment in Assets
Total Assets(In million S/)
5,654 188102 368
86 10 6,216
-
1,000
2,000
3,000
4,000
5,000
6,000
Total Assets -YTD'19
Δ Inventory Δ Fixed Assets IFRS16
Δ Cash Δ Accounts receivables
Δ Other assets
Total Assets -YTD'20
+10%
163 163 161 164169
198
67 63 64 62 5664
53 55 52 47 47 52
149 155 149 150159
187
0
50
100
150
200
1Q'19 2Q'19 3Q'19 4Q'19 1Q'20 2Q'20
Cash cycle Collection days Payable days Inventory days
Cash Cycle(Days)
-
753897
1095 10941244
548
788
754 758
792
92
8785 84
88
2017 2018 2019 YTD'19 YTD'20
Machinery and others Parts and serv. in process Consumables
Investment in Assets
Inventories(In millon S/)
Capex(In million US$)
+ 10%
2,124
1,393
1,7721,934 1,936
1728
8 11 4
5
6
48
2
15
12
17
34
5
3
4
3
4
1
-1
-21
-7-14
-2
2016 2017 2018 2019 YTD'20
Infrastructure Machinery and equipment Rental fleet
Vehicles, furniture and equipment Sale of fixed assets
39
29
25
43
10
Intangibles: US$ 8 MM as of June 2020 (SAP)
Account Receivables(In million S/)
1,0311,195 1,128 1,076 991
80
2627
2828
2017 2018 2019 YTD'19 YTD'20
Short Term Long Term
- 8%
1,221
1,0191,111 1,155 1,104
-
Free Cash Flow and Ratios
531
4037
2855
Operating CashFlow
Capex Acquisition ofassets by right
in use (IFRS16)
Intangibleassets
Financialexpenses
Free cash flowas of Jun'20
37
Profitability Ratios
12.2%
13.3%
12.1%11.5%
6.3%
2.3%
6.7% 6.9% 6.9%
5.8%
5.1%
3.6%
12.6%
12.4% 12.2%
10.4%
6.8%
5.2%
1Q'19 2Q'19 3Q'19 4Q'19 1Q'20 2Q'20
ROE ROA ROIC
Free Cash Flow(In million S/)
-
Capital Market and
Corporate Governance
-
37
Shareholder Share
Onyx Latin America Equity Fund LP 6.68%
RI-Fondo 2 (Prima AFP) 6.50%
IN-Fondo 3 (AFP Integra) 5.40%
IN-Fondo 2 (AFP Integra) 5.25%
PR-Fondo 2 (Profuturo AFP) 4.68%
Corporación Cervesur S.A.A. 4.42%
Interseguro Compañía de Seguros de Vida S.A. 4.35%
RI-Fondo 3 (Prima AFP) 4.22%
Pension Funds35%
Natural Person16%
Local Legal Person
26%
Foreign Legal Person
24%
0
20
40
60
80
100
120
140
160
180
200
Ene-
12
Mar
-12
May
-12
Jun
-12
Ago
-12
Oct
-12
Dic
-12
Feb
-13
Ab
r-1
3Ju
n-1
3A
go-1
3O
ct-1
3D
ic-1
3Fe
b-1
4A
br-
14
Jun
-14
Ago
-14
Oct
-14
Dic
-14
Feb
-15
Ab
r-1
5Ju
n-1
5A
go-1
5O
ct-1
5D
ic-1
5Fe
b-1
6A
br-
16
Jun
-16
Ago
-16
Oct
-16
Dic
-16
Feb
-17
Ab
r-1
7Ju
n-1
7A
go-1
7O
ct-1
7D
ic-1
7En
e-1
8M
ar-1
8M
ay-1
8Ju
l-1
8Se
t-1
8N
ov-
18
Ene-
19
Mar
-19
May
-19
Jul-
19
Set-
19
No
v-1
9En
e-2
0M
ar-2
0M
ay-2
0Ju
l-2
0
FERREYC1 IGBVL Mining IGBVL Construction
Ferreycorp, Mining & Construction IndexesShare Price
Evolution
0.5
1.0
1.5
2.0
2.5
3.0
Ene-
12
Mar
-12
Jun
-12
Ago
-12
No
v-1
2Fe
b-1
3A
br-
13
Jul-
13
Oct
-13
Dic
-13
Mar
-14
May
-14
Ago
-14
No
v-1
4En
e-1
5A
br-
15
Jul-
15
Set-
15
Dic
-15
Mar
-16
May
-16
Ago
-16
Oct
-16
Ene-
17
Ab
r-1
7Ju
n-1
7Se
t-1
7D
ic-1
7Fe
b-1
8M
ay-1
8Ju
l-1
8O
ct-1
8En
e-1
9M
ar-1
9Ju
n-1
9Se
t-1
9N
ov-
19
Feb
-20
Ab
r-2
0Ju
l-2
0
Shareholder Structure Main Shareholders
Ferreycorp in the Capital Market
-
Dividend Policy
38
✓ In 1997, the company´s Shareholders meeting approved the
dividend policy.
✓ A modification was approved to assign minimum and maximum
ranges. Cash dividends will amount to 5% of the capital or a
ceiling equal to 60% of freely available profits.
✓ The 2013 Shareholders Meeting approved to increase the upper
limit from 50% to 60% of freely available profits.
✓ The 2018 Shareholders Meeting modified the policy: dividends
in advance.
✓ The 2019 Shareholders Meeting modified the policy:
extraordinary dividends.
Period:Cash 2019 dividend
MillionsPayout
(% Dividend / Net Profit)
Cash dividend per share
(%)Dividend per share (S/.)
2003 9.1 50% 4.46% 0.0446
2004 11.9 48% 5.50% 0.055
2005 13.3 49% 5.50% 0.055
2006 28.4 36% 11.00% 0.110
2007 40.2 35% 13.20% 0.132
2008 20.7 29% 5.50% 0.055
2009 28.0 31% 6.00% 0.066
2010 31.8 26% 6.00% 0.066
2011 41.9 29% 6.00% 0.060
2012 48.1 30% 6.00% 0.060
2013 55.7 60% 5.90% 0.059
2014 60.8 52% 6.00% 0.060
2015 87.3 60% 8.87% 0.0887
2016 124.4 60% 12.8457% 0.128457
2017 132.1 55% 13.5465% 0.135465
2018121.5 60% 12.4543% 0.124543
50.0 25% 5.1246% 0.051246
2019 146.9 60% 15.3288% 0.153288
First payment:
S/ 73mm –
October 15, 2020
-
• Ferreycorp (FERREYC1) is listed in the Lima Stock Exchange
since 1962.
• Ferreycorp is included in the Corporate Governance Index of
the Lima Stock
Exchange since its launch in 2008.
Board of Directors:
• Conformed by 9 members
• The Board of Directors of Ferreycorp is complemented by
four
committees, 3 of them lead by independent directors:
✓ Nominations, Remuneration, Corporate Governance and
Sustainability Committee
✓ Audit and Risk Committee
✓ Innovation and Systems Committee
✓ Investment Committee
Composition of the Board:
Independent Directors Dependent Directors
✓ Alba San Martín Andreas von Wedemeyer
✓ Humberto Nadal Manuel Bustamante
✓ Gustavo Noriega Mariela García
✓ Javier Otero Raúl Ortiz de Zevallos
Thiago Albuquerque
Recognitions
• Key of the Lima Stock Exchange: 2008, 2011, 2012, 2013, 2017,
2018 and
2019.
• Member of the Companies Circle of the Latin America launched
by OECD
and IFC
• International recognitions: World Finance Award 2011 and 2012;
Latin
America Investor Relations Awards 2011 (LirA’11), Ethical
Boardroom
Corporate Governance Awards 2015: South America, Industrial
services
sector, Dow Jones Sustainability Index (2018, 2019).
Corporate Governance
-
Sustainability and
Social Responsibility
-
✓ Ferreycorp Program for Professional Development -Ferreycorp
Association
✓ Heavy Equipment Operators Club✓ Think Big Program✓ Works for
taxes✓ Corporate volunteering
✓ Mutually beneficial and long-term relations.✓ Varied portfolio
of high quality products and services. Constant
monitoring of customer satisfaction.✓ Marketing and
communications policy✓ Efficient supply chain
✓ Compliance system and policies✓ Zero tolerance for corruption✓
Ferreycorp is a member of the United Nations Global Compact
Network✓ Every year, the Corporation published a Progress Report
about
actions implemented consistently with subjects included in the
tenprinciples of the UN Compact Network.
✓ Hiring policy: transparency, equitable treatment.✓ Select
suppliers based on: quality of product or service, price,
delivery terms, human resources policies and
practices,occupational health and safety programs.
✓ Formalization and development of local suppliers
Community
Customers
Government and Society
Suppliers
Environment
Employees
Shareholders
✓ ISO 14001 in Fargoline and Trex✓ Environmental Management
Programs: planning, training
and awareness, operational control and verification.✓
Environmental and Sustainability Circle✓ Platform indicators, waste
management, measurement of
energy footprints.
✓ Health, safety and working conditions✓ Professional and
personal development✓ Diversity and inclusion✓ Relations with the
unions✓ Social activities
✓ Principles of Good Corporate Governance✓ Respect of
Shareholders’ rights✓ Transparent and timely reporting✓ Highly
qualified Board of Directors that represents all of
the shareholders
Positive Impact with Stakeholders
-
Recognition for RES practices
7 subsidiaries were recognized with the
Peru 2021 award
-
Infrastructure projects for taxes
1 Yauli – Junín Dec 14 – Nov 16 4.3
2 Huayllay – Pasco Jun 16 – Feb 17 4.3
3 S. Idelfonso - Trujillo May 17 – Dec 18 5.8
4 Vallejo – Chepén Jun 17 – Ago 18 6.8
5 Sangarará – Cusco Sep 17 – Jan 19 13.6
6 Zurite – Cusco Sep 17 – Jan 19 12.5
7 Salvador – Chepén Jun 18- Oct 19 7.1
8 Pueblo Nuevo – Ica Jun 18 - Oct 19 5.4
Total 59.8
9 Colquepata – Cusco May 19 - Jan 20 21.4
10 Chinchero - Cusco Jul 17 – Jul 21 15.0
ProjectExecution
PeriodInvestment
S/ MM
Total 36.4
ProjectInvest.
S/ MMConsortium Execution
1Colegio – Pucallpa
(Mun. Coronel Portillo)4.6 Ferreycorp 100%
2020 – 2021
2
Inst. Excelencia -
Moquegua
(Minedu)
20 Ferreyros – Anglo American
3COAR – La Libertad
(MINEDU)74.6
Pacasmayo 34% (25MM),
Ferreycorp 34% (25 MM),
Poderosa 16% (12 MM),
Horizonte 7% (5MM),
Buscando a un 5to
consorciado 9% (7MM)2021 - 2022
4Liceo Naval – Callao
(GORE Callao)57
Ferreycorp 50% - Interbank
50%
Future Projects
Work in Execution
Finished Projects
-
Corporate Volunteering
• More than 200 volunteers.
• More than 1,500 hats.
• More than 3,500 registerednationwide.
• More than S/ 70,000 raised forthe execution of
volunteeringactivities for the following year.
• Improvement of theinfrastructure of the educationalcenters in
14 cities of thecountry.
• More than 200 volunteers.
Volunteering
-
Environmental Commitment
Horizon: sustainability indicator platform.
Allows record of water consumption, energy, fuels and
waste generation.
• More than 70 users nationwide, from 8 subsidiaries.
• Currently, the information is being uploaded for
testing purposes.
• 4 indicators are being monitored.
-
• Environmental Circle: 18 members
• 2 meetings in 2019. This circle is focused on raising
awareness about caring for the environment, achieving synergies in
the development of activities and establishing common corporate
indicators.
Environment
Measurement of Water and Electricity
Consumption
Carbon Footprint Measurement (2018 period, 9 locations)
Footprint Certification in 9
locations
La Joya Water Footprint
Measurement Blue Certificate in
process
Footprint Neutralization (3 Orvisa stores, 1
Surco, 1 Motored and 1 Unimaq)
LED luminaires in Surco and Industrial
Flow Regulators in Surco and CDR
Environmental Management Course (70%
response)
Recyclables, oils, general
waste contest (in process)
Infrastructure: Environmental Services
-
Contact:Patricia Gastelumendi:
[email protected] Tamayo:
[email protected]
