TRC reported financial results for the first quarter of fiscal year 2014. Net service revenue increased 6% year-over-year to $81.3 million. Backlog remained stable at $247 million. TRC continues executing its growth strategy focused on high-margin organic growth in utility/power, oil and gas, and infrastructure markets. The company also pursues strategic acquisitions to enhance its service offerings and geographic footprint. TRC is well positioned in markets with solid medium- to long-term growth opportunities and maintains a strong balance sheet and cash position.
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Smart meters are the next generation of electricity and gas meters and are being installed and connected to always-on Mobile Broadband via an Energy Supplier MVNO.
Meter Readings and energy consumption statistics are displayed both on an in-home display panel and using mobile telephones, PDA’s, the home PC or mobile laptop via the Energy Suppliers Internet Portal – linked to consumption monitoring and energy management software.
Smart meters will bring about the end of estimated meter readings and bills - and provide customers and energy suppliers with accurate information about the amount of electricity and gas being consumed.
Smart meters will empower customers to make choices on how much energy they use. Suppliers will install two-way communication systems using MVNO Platforms that display accurate real-time information on energy use both in the home and business, available to both to the consumer and to the energy supplier.
It is unacceptable that the public should be expected to wait for an election campaign before a debate around tax levels.
This report issued by BDO Stoy Hayward calls for greater clarity over the tax policies of the main political parties. It urges that, should it become inevitable that there will be a need for tax increases, in tandem with spending cuts, due to the ongoing size of the national deficit, now is the time for the main political parties to break the silence over where tax increases might be – and comes in the same week that Alistair Darling has said there should be more openness over potential spending cuts.
Ea Smart Metering Ii Scope Document (Summary)Nigel Tebbutt
Smart meters are the next generation of electricity and gas meters and are being installed and connected to always-on Mobile Broadband via an Energy Supplier MVNO.
Meter Readings and energy consumption statistics are displayed both on an in-home display panel and using mobile telephones, PDA’s, the home PC or mobile laptop via the Energy Suppliers Internet Portal – linked to consumption monitoring and energy management software.
Smart meters will bring about the end of estimated meter readings and bills - and provide customers and energy suppliers with accurate information about the amount of electricity and gas being consumed.
Smart meters will empower customers to make choices on how much energy they use. Suppliers will install two-way communication systems using MVNO Platforms that display accurate real-time information on energy use both in the home and business, available to both to the consumer and to the energy supplier.
It is unacceptable that the public should be expected to wait for an election campaign before a debate around tax levels.
This report issued by BDO Stoy Hayward calls for greater clarity over the tax policies of the main political parties. It urges that, should it become inevitable that there will be a need for tax increases, in tandem with spending cuts, due to the ongoing size of the national deficit, now is the time for the main political parties to break the silence over where tax increases might be – and comes in the same week that Alistair Darling has said there should be more openness over potential spending cuts.
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Quantifying the effects of economic distortions on firm level productivity Co...OECD, Economics Department
Quantifying the effects of economic distortions on firm level productivity Correa Cusolito Pena IMF OECD WB product market competition regulation inclusive growth June 2018
Financial Results for the Fiscal Year Ended March 2019KDDI
Statements made in these documents with respect to the KDDI Group‘s performance targets, projected subscriber numbers, future forecasts and strategies that are not historical facts are forward-looking statements about the future performance of the KDDI Group, based on company’s assumptions and beliefs in light of the information available at the time they were made. They therefore include certain risks and uncertainties. Actual results can differ from these statements due to reasons including, but not limited to, domestic and overseas economic trends, competitive position, formulation, revision or abolition of laws and ordinances, regulations or systems, government actions or intervention and the success or lack thereof of new services.
Consequently, please understand that there is a possibility that actual performance, subscriber numbers, strategies and other information may differ significantly from the forecast information contained in these materials or other envisaged situations.
Services in EU what kinds of regulatory policy enhance productivity van der M...OECD, Economics Department
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This report analyzes the trends in the pricing of ITO and BPO services in Q1 2013, backed up by a comprehensive analysis of the factors that impact pricing. This report also includes a focused analysis of output-based pricing in IT infrastructure deals as well as the different ways to maintain best-in-class staffing pyramid throughout the deal term
Quantifying the effects of economic distortions on firm level productivity Co...OECD, Economics Department
Quantifying the effects of economic distortions on firm level productivity Correa Cusolito Pena IMF OECD WB product market competition regulation inclusive growth June 2018
Financial Results for the Fiscal Year Ended March 2019KDDI
Statements made in these documents with respect to the KDDI Group‘s performance targets, projected subscriber numbers, future forecasts and strategies that are not historical facts are forward-looking statements about the future performance of the KDDI Group, based on company’s assumptions and beliefs in light of the information available at the time they were made. They therefore include certain risks and uncertainties. Actual results can differ from these statements due to reasons including, but not limited to, domestic and overseas economic trends, competitive position, formulation, revision or abolition of laws and ordinances, regulations or systems, government actions or intervention and the success or lack thereof of new services.
Consequently, please understand that there is a possibility that actual performance, subscriber numbers, strategies and other information may differ significantly from the forecast information contained in these materials or other envisaged situations.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
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A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
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2. Safe Harbor Statement
Certain statements in this presentation may be forward-looking statements within the meaning of Section 27A of
the Securities Act of 1933 and Section 21E of the Securities Exchange Act of 1934. You can identify these
statements by forward-looking words such as "may," "expects," "plans," "anticipates," "believes," "estimates," or
other words of similar import. You should consider statements that contain these words carefully because they
discuss TRC’s future expectations, contain projections of the Company’s future results of operations or of its
financial condition, or state other "forward-looking" information. TRC believes that it is important to communicate
its future expectations to its investors. However, there may be events in the future that the Company is not able to
accurately predict or control and that may cause its actual results to differ materially from the expectations
described in its forward-looking statements. Investors are cautioned that all forward-looking statements involve
risks and uncertainties, and actual results may differ materially from those discussed as a result of various
factors, including, but not limited to, the uncertainty of TRC’s operational and growth strategies; circumstances
which could create large cash outflows, such as contract losses, litigation, uncollectible receivables and income tax
assessments; regulatory uncertainty; the availability of funding for government projects; the level of demand for
TRC’s services; product acceptance; industry-wide competitive factors; the ability to continue to attract and retain
highly skilled and qualified personnel; the availability and adequacy of insurance; and general political or economic
conditions. Furthermore, market trends are subject to changes, which could adversely affect future results. See the
risk factors and additional discussion in TRC’s Annual Report on Form 10-K for the fiscal year ended June
30, 2013, Quarterly Reports on Form 10-Q, and other factors detailed from time to time in the Company’s other
filings with the Securities and Exchange Commission.
This presentation contains references to non-GAAP metrics such as EBITDA, gross margin and free cash flow. A
reconciliation of GAAP to non-GAAP metrics can be found on slide 19.
2
3. Company Profile
A pioneer in groundbreaking scientific and engineering developments since 1969,
TRC is a national engineering, consulting and construction management firm that
provides integrated services to three primary markets:
Energy | Environmental | Infrastructure
100 + U.S. offices
London office
2,900+ employees
www.trcsolutions.com
Expert problem solvers
NYSE: TRR
3
4. Investment Highlights
Well positioned in markets with solid medium- to long-term
growth opportunities
Executing a focused profitable growth strategy
Large addressable market opportunity
Diversified revenue stream with attractive customer base
Strong balance sheet and cash position
Stable but growing backlog
4
5. TRC’s Diversified Business Model
Net Service Revenue by Segment
Environmental 51%
Estimated Client Distribution
by Industry(1)
Power / Utility
Other
$163M
3% YOY Growth
30%
50%
$44M
2% YOY Growth
$110M
14% YOY Growth
10%
10%
Infrastructure
14%
(1) Estimates as of June 2013.
Transportation
Energy 35%
Fiscal Year 2013
Total NSR: $320.4 Million
6% YOY Growth
Oil & Gas
5
6. 51% of Total NSR
Environmental Services
Environmental
Segment
Permitting and resource management
Remediation and hazardous waste
management
Air quality and air measurements
Building sciences, industrial hygiene,
and compliance
Solid waste
Segment Drivers
Increasing permitting and power plant
decommissioning activities
Greenhouse gas rules – CO2
Continued development of upstream,
midstream and downstream oil & gas
markets
Re-emergence of industrials and
related capital spend
Net Service Revenue (in millions)
$163.2
$159.0
+3%
FY 2012
FY 2013
Segment Profit (in millions)
$32.0
$30.8
-4%
FY 2012
FY 2013
6
7. Energy
Segment
35% of Total NSR
Energy Services
Electrical transmission, distribution &
substation engineering
Energy efficiency
Communications engineering
Segment Drivers
Greenhouse gas rule – CO2
Expanding utility capital spend
programs on aging transmission
and distribution infrastructure
Dynamic revolution in domestic fuel
supplies driving shifts in use of
utility assets (e.g. Coal ↓, Natural
Gas ↑, Renewables ↑, Efficiency
↑)
Net Service Revenue (in millions)
$109.8
$96.0
+14%
FY 2012
FY 2013
Segment Profit (in millions)
$23.5
$23.3
-1%
FY 2012
FY 2013
7
8. Infrastructure
Segment
14% of Total NSR
Infrastructure Services
Transportation design services
Civil engineering services
Security consulting & engineering
services
Geotechnical engineering & materials
inspection
Construction engineering, inspection &
management
Net Service Revenue (in millions)
$44.2
$43.5
+2%
FY 2012
FY 2013
Segment Profit (in millions)
Segment Drivers
Need to upgrade and repair aging
infrastructure, especially bridges and
roadways
Additional state funds for capital
projects
Expansion of transportation services
$8.7
$7.7
+12%
FY 2012
FY 2013
8
9. Why Clients Choose TRC
Multi-disciplinary teams implement complex projects
Nationwide network is a crucial asset that
can be integral to project success
TRC helps clients:
realize a higher return on investment
manage risks
align project solutions with
operational priorities
integrate multiple areas of
expertise to arrive at a better solution
Concept
Delivery &
Operations
Permitting, Engi
neering, &
Construction
9
11. Working With All Levels of Government
State and Local
Federal
11
12. Growth Strategy
• Invest in high-margin organic growth opportunities focused on:
• Utility/Power
• Oil & Gas
• Infrastructure
• Pursue strategic acquisitions to enhance service offerings and geographic footprint of
all three segments
Total & Organic NSR Growth
Recent Acquisitions
12%
10%
8%
• Ocampo Esta Corp. (Covina operations)
Total
• GE’s Air Emissions Testing business
Organic
6%
• Heschong Mahone Group, Inc.
4%
• Utility Support Systems, Inc. (USS)
2%
0%
Q2 2013
Q3 2013
Q4 2013
Q1 2014
12
13. Significant Long Term Growth Potential
Q1 2014 v. Q1 2013
Net Service Revenue
(in millions)
Net Service Revenue
6%
(in millions)
8%
$301.8
$320.4
$75.2
$245.9
FY 2011
FY 2012
FY 2013
Q1 2013
$81.3
Q1 2014
13
14. Full Year Income Statement Highlights
FY 2012
FY 2013
Net service revenue
$301.8
Cost of services
$246.5
$268.5
Gross margin
18.3%
16.2%
General and administrative expenses
$31.0
$30.7
$(11.1)
-
Operating income
$30.0
$18.6
EBITDA
$24.4
$25.5
EBITDA as a % of NSR
8.1%
Cost of Services as % of NSR
$320.4
7.9%
(In millions, except per share data)
Arena Towers litigation reversal
Federal and state income tax benefit
$3.9
$18.0
Net income applicable to TRC Companies, Inc.
$33.6
$36.3
Diluted earnings per common share
$1.16
$320.4
$301.8
81.7%
FY 2012
83.8%
FY 2013
G&A Expenses as % of NSR
$320.4
$301.8
10.3%
9.6%
$1.23
FY 2012
FY 2013
14
15. EBITDA Reflects Leverage in Business Model
Consolidated EBITDA
(in thousands)
$24,403
$25,464
8.1%
7.9%
FY 2012
FY 2013
$14,435
5.9%
FY 2011
Consolidated EBITDA
EBITDA Margin
15
16. NSR Backlog & New Project Wins
Segment NSR Backlog
New Project Wins
(in millions)
$230
$235
$138
$131
$247
Environmental
• Sabal Trail Natural Gas Pipeline
• Alabama Department of
Environmental Management
$135
Energy
• Public Service New Hampshire
EPC Project
• NYSERDA Multifamily
$40
$60
$58
Infrastructure
$52
$44
$54
2011
2012
• Confidential Client – Waste
Water Treatment Plant
• PennDOT District 4-0
2013
16
17. Balance Sheet and Cash Flow Highlights
(In millions)
FY 2012
FY 2013
$16.6
$18.1
78 days
83 days
Cash flow from operations
$19.4
$14.4
Capital expenditures
$7.1
$3.9
Free cash flow
$12.3
$10.5
Balance Sheet Highlights
Cash and cash equivalents
Days sales outstanding (DSO)
Cash Flow Highlights
17
18. Investment Highlights
Well positioned in markets with solid medium- to long-term
growth opportunities
Executing a focused profitable growth strategy
Large addressable market opportunity
Diversified revenue stream with attractive customer base
Strong balance sheet and cash position
Stable but growing backlog
18
19. Reconciliation of Non-GAAP Measures
Earnings Before Interest, Taxes, Depreciation, Amortization
In millions
FY 2012
$
33.6
0.7
(3.9)
5.5
(0.1)
(0.3)
$
35.5
FY 2013
$
36.3
0.3
(18.0)
6.9
$
25.5
FY 2011
$
245.9
202.3
$
43.6
17.7%
Net income applicable to TRC Companies, Inc.'s common shareholders
Interest expense
Federal and state income tax provision
Depreciation and amortization
Net loss applicable to noncontrolling interest
Equity in earninngs from unconsolidated affiliates, net of taxes
Accretion charges on preferred stock
Consolidated EBITDA
FY 2011
$
(16.6)
0.8
1.1
4.7
(0.1)
7.3
$
(2.8)
FY 2012
$
301.8
246.5
$
55.3
18.3%
FY 2013
$
320.4
268.5
$
51.9
16.2%
FY 2011
$
12.5
(3.1)
$
9.4
FY 2012
$
19.4
(7.1)
$
12.3
FY 2013
$
14.4
(3.9)
$
10.5 19
Gross Margin and Gross Margin %
In millions
Net service revenue
Cost of services
Gross Margin
Gross Margin %
Free Cash Flow
In millions
Net cash provided by operating activities
Additions to property and equipment
Free Cash Flow