Europcar Group
European #1 with global reach in the growing car rental and mobility solution markets
September 2015 European #1 with global reach in the growing vehicle rental and mobility solutions markets
Strong brand recognition (e) Clear leader with V Europe’s #1 vehicle rental company (a) , with c.€2.8bn of revenues under (b) highly Europcar brands in 2014 recognized V Over 60 years of experience in the attractive and growing vehicle rental and brand mobility solutions market Europe’s Leading Car Rental Company 2014 & 2013
#1 market share (2013) (a) V Close to 6 million drivers in 2014 Large and 19% diversified V Wide and diversified customer base customer base 1.5x (f) V Very successful relaunch of Privilege loyalty program in 2014 13%
1 2 V Well balanced across 9 Corporate countries with c.1,900 stations in 2014 (c) High density network V Overall, c.3,700 locations in 140+ countries including franchises and partnerships in 2014 Strong performance yoy growth +4% +36% +253bps (g) 1,979 213 10.8% V A diversified, flexible and large fleet of c.190,000 vehicles in Europcar Flexible and Corporate countries in 2014 (d) low-risk fleet
V 92% of 2014 fleet purchased with fixed pre-agreed buyback price (€m) FY 2014A Revenue Adj. Corp. Margin EBITDA
(a) Based on KPMG estimated Corporate market shares (based on Corporate revenue, excl. franchisees) in Europcar 7 European Corporate countries in 2013 (see glossary) (b) Including Europcar’s group revenues (c.€2.0bn) and Revenues of franchisees (c.€0.8bn) (c) Including Europ’Hall acquisition, in Europcar 9 Corporate countries (d) 2014 average figure (including Europ’Hall acquisition) in Europcar 9 Corporate countries (e) Based on world and national awards recently received by Europcar, as well as active sponsorship and co-marketing campaigns promoted by Europcar, as detailed in p61 (f) Before impact of Avis Budget group acquisition of Maggiore Group (independent rental operator in Italy) in March 2015 (g) Including €53m of commissions from franchisees
1 60 years of operational excellence in a sophisticated industry
1 2 Multi-channel access to a large and Dense local networks serving diversified customer base customers globally
Close to 6m diversified and Europcar’s network of c. 3,700 (c) rental locations in 140+ complementary drivers countries including c. 1,900 in 9 corporate countries (c) (a) Wide distribution channels (2014) Rental revenue by Rental revenue by 66% online (websites and GDS) geography (2014) (b) location (2014) (d) Australia–New 64% direct (Europcar websites, Belgium Zealand stations and call centers) 3% 7% Portugal Germany (b) 5% 27% Rental revenue by customer (2014) Spain Airport 10% 42% Business 26% Off- Italy Leisure 45% Southern airport Know-how and Europe 11% 55% UK 58% France infrastructure 16% 21% developed and refined over past 4 3 Flexible and active fleet 60 years State-of-the-art systems management processes
Significant portion of cars under buyback program (92% of fleet Greenway excellence: highly reliable and comprehensive IT purchased in 2014) Car purchases agreed c.1 year in advance to anticipate market trends and readjusted throughout the year to ensure maximum Robust and fully integrated Revenue Capacity Management (RCM) systems to sell: reactivity to market demand…
… to optimize fleet utilization while fulfilling our customer needs The right product at the right price Fleet financial utilization rate 76.4% To the right customer, for the right 75.6% duration, through the right channel 74.4% With the right fleet (right size, right location and right duration)
2012 2013 2014
(a) Distribution channels by # of reservations made in 2014 (b) Rental revenue excluding franchises (c) 2014 figures (including Europ’Hall acquisition) (d) Based on Rental revenue in Europcar 9 Corporate countries only
2 Europcar’s key strengths
1 Market growth supported by structural trends in car rental and mobility solutions V
2 Established leadership and innovation focus conferring significant competitive advantages V
3 Diversified and low-risk business model V
4 “Fast Lane” transformation setting the foundation for continued profitable growth V
5 Superior financial performance V
6 A management team with shared vision for Europcar and proven track record V
3 1 Market growth supported by structural trends in car rental and mobility solutions
Car rental market growth Steady growth drivers
Car rental market growth in core Europcar Corporate countries in Europe (a) 4.2% 3.3% 4.0% 2.6% 2.4% 2.4% 2.5% GDP 3.6% Leisure & air travel
(6.5)%
2009 2010 2011 2012 2013 2014F 2015F 2016F 2017F Emerging countries Year-on-year evolution Year-on-year Car Rental market size (# of rental days) International passenger arrivals Real GDP Increasing cost of owning a car in
(a) Based on France, Germany, UK, Italy, Spain factors Macroeconomic European countries Source: Euromonitor for international passenger arrivals, IMF for Real GDP, KPMG analysis for car rental market size
Changing social habits
% of people ready to stop owning a car and use car-sharing instead in Europe (a) Sharing economy
34% Green consciousness
Urban congestion & policies
10% Socialhabits From ‘car-ownership’ to ‘car-usership’
2010 2012 (a) Based on average contribution rates for France, Germany, UK, Spain and Italy Source: Cetelem observatory - 2010 and 2012 reports – based on a survey of 3,600 and 6,000 individuals respectively
4 2 Sustainable clear #1 position in Europe
Largest and densest local network – 2013 Unrivalled leader (#1 market share) – 2013 (b)
1 19% > 1.5x
3/4 (e) 1 13% 3 12% 11% 10%
2/3 2
1 2
3 3/4 1 1 2 1 4/5 1 2 High entry requirements >5 3/4 >5 2 Large, high density network with c. 1,900 locations in 9 1 1 1 >5 (c) 1 4 Corporate countries 3 2/3/4 4 2 (d) 1 Fleet scale: c. 190,000 vehicles 1 1 2 1 1 1 A well recognized brand 1 2 3/4 Customer loyalty and corporate contracts Complex operational systems and logistics platform 1 Corporate countries (b) Franchised countries (a) Management and financing know-how
Europcar’s # 1 position confers significant scale advantages in an industry with high entry costs and more consolidation potential than in the US (Top 5 = 65% in Europcar European market vs Top 3 = 95% in US (f) )
(a) Based on Euromonitor, Management (b) KPMG estimated Corporate market shares (i.e. based on the Corporate revenue, excluding franchisees) in Europcar 7 European Corporate countries in 2013 (c) Including Europ’Hall acquisition (d) Based on 2014 average fleet vehicle figure including Europ’Hall acquisition (e) Before impact of Avis Budget group acquisition of Maggiore Group (independent rental operator in Italy) in March 2015 (f) Based on Euromonitor in 2013 Source: KPMG, Euromonitor, Management
5 2 Global reach through franchisees and partnerships
Europcar network of approximately 3,700 rental locations in 140+ countries
Europcar 2014 rental stations' split
1,192 3,653
1,098 826 2,034 719 216 165 548 262 208 444 9 1,619 UK Italy Total RoW Other Spain Other Other France Europe Germany Corporate and agents Franchises
Europcar 2014 brand revenue (a) (€bn)
0.8 2.8 2.0
Europcar Group Revenue of Revenue revenue franchisees (b) under brands
Corporate countries Overall more than 140 countries (including franchisees) in 2014 €53m of fees currently generated through international franchisee network Partnerships Key partnerships in North America French franchisee Europ’Hall acquired in International franchise 18 GSAs signed in 2014, with 11 more to come in 2015, of which October 2014 (€23m 2014 net sales) – large General Sales Agents 7 already signed at end of June value creation potential still at hand Worldwide coverage of both business and leisure customers with broad network of franchisees maximizing capture of inbound/outbound traffic (a) Estimated for franchises based on commissions received (b) Not included in Europcar’s group revenues
6 2 Active growth and superior reach across channels and segments
45% (a) Large wins and Diversified and balanced distribution channels V Large customer retention (by number of reservations made in 2014) (b) support visible future corporates External growth booking External Europcar websites booking websites 22% channels (a) 36% Development supported 30% Business V SMEs by the enhancement of Europcar commercial skills booking channels (a) GDS booking 64% channel 14% Call centers 13% V Vehicle Enlargement of the Stations replacement current customer base 21% Rising contribution of online bookings illustrated by the surge in mobile sales (+73% in Q1-15 vs. Q1-14)
(a) 55% Supported by GSA A win-win relationships with brokers and OTAs V Individuals strategy & eCommerce development V Only few worldwide car rental players with limited number of desks available at airports V Flexible fleet capacity ensuring improved negotiating V Tour operators, Built on balanced, power when comparing with fixed capacity industries Leisure Brokers and profitable relationships OTAs V “Summer” prepayments from brokers , allowing car rentals to control volumes despite seasonality V Volume commitment from brokers during the low season V Commercial Ramp-up / renewed partnerships partnerships V Retail rates set by Europcar in its main markets and brokers paid through a commission on those prices (a) 2014 rental revenue by customer for Europcar 9 Corporate countries only (b) 2014 figures for Europcar 9 Corporate countries only
7 2 Offer differentiation enabled by focus on constant innovation
V Premium car V Low-cost V Mid-term rental offer brand design rental for V Innovative start up redesigned in SMEs 2012 (in Australia, in car-sharing France, Germany, V Fast growing business V Available in France, V Majority stake V Exclusively UK and Portugal) with international Portugal, Belgium, acquired development plan Spain and Germany available through V Available in France, tour operators, Belgium, Germany OTA and brokers and the UK
2011 2012 2013 2014 2015
V Subscription based product redesigned V Car rental with a V Delivery and in 2014 V Express service V Direct access Chauffeur collection of the V Ready service, bypassing the agency to the car via redesigned in vehicle to / from guaranteed availability (available in airports) smartphone 2013 in the UK customer’s address with late booking
New service New brand Acquisition
8 2 Capturing the potential of new mobility solutions
Car rental benefit from key V large customer base competitive advantages vs. other V dense network of stations actors of the car mobility V fleet scale management ecosystem V financing know-how
Europcar’s Lab driving innovative mobility Develop new service offerings to meet demand for solutions improved mobility solutions
Capitalize on Europcar expertise to develop new mobility solutions matching evolving market dynamics and Car rental customer mix such as:
Customer Free - − Connected cars for real-time fleet management value floating proposition car- − Customized booking platforms enabling taxi, train, car rental, Y sharing LAB PHV (Private Hire Vehicle), car-sharing for private use − Seamless end-to-end mobility through intermodal solutions − Digital access to all local mobility solutions in a defined local Customer area value B2B car- proposition sharing − Guaranteed proximity of a vehicle and extracting value from X unused cars and parking spaces
Lab’s objectives: Foster innovation and improve customers' mobility and further develop Europcar’s portfolio of innovations in mobility
9 3 State-of-the-art RCM to optimize fleet utilization and manage business seasonality
State-of-the-art Revenue Capacity Management Quarterly revenues (€m) vs. fleet financial utilization rate (in %)
Average fleet 158 187 217 172 156 190 225 185 Forecasting (‘000 units) 646 611 On-rent demand estimates generated in advance for pricing, yield & capacity management 495 482 464 Variable capacity 428 Pricing management 382 79.3% 374 79.8% (demand, fleet)
76.7% 77.1% 72.6% 72.7% 73.7% 73.7% Quarterly Adjusted Corporate EBITDA (€m) 139 121
Q3 contribution to full year 77% 65% EBITDA Q1-13 Q2-13 Q3-13 Q4-13 Q1-14 Q2-14 Q3-14 Q4-14 52 Quarterly revenues % utilization rate 42 33 17
A low-risk business model benefiting from -10 diversification, -23 complementarity and variable RCM Q1'13 Q2'13 Q3'13 Q4'13 Q1'14 Q2'14 Q3'14 Q4'14
Note: Fleet financial utilization rate defined as the number of actual rental days as a percentage of the theoretical total potential number of days of the fleet. The theoretical total potential number of days of the fleet is equal to the number of vehicles held over the period, multiplied by the total number of days in the period 10 Source: Company information 3 De-risked, flexible and diverse fleet
De-risked and flexible fleet… …based on a diversified brand sourcing strategy
Fleet de-risking: 92% of Europcar 2014 fleet 2014 purchases among 39 different brands provided by 18 car manufacturers purchased with fixed buyback price pre-agreed
Limited residual valuation risk Others
7% Strong & consistent buyback policy enables 3% 6% 33% Europcar to maintain focus on core operations 6% 9% Ensuring good visibility on fleet holding costs 10% 15% Recent and frequently renewed fleet 11%
5 to 8-month buyback period favoured by Europcar to manage inherent business seasonality A wide range of car categories across utility Fleet flexibility: short and long-term sourcing secured vehicles, small urban cars, luxury vehicles… with long-term relationships with car manufacturers Brand new cars with a 8.3 month average (a) Flexible asset backed financing with LTV between holding period of vehicles sold/ returned in 2014 87% and 95% in 2014
Lower-risk business model with greater visibility on fleet costs and more competitive financing conditions
(a) Loan to value percentage defined as the quotient of (1) outstanding Indebtedness of Securitifleet Holding and any Securitifleet Company over (2) the Securitifleet total asset value Source: Company information
11 4 “Fast Lane”: a track record of overperformance
Initial objectives Current status Overachievement (2012) (2014) vs initial targets
Commercial
€50m c €90m + c. €40m
Cost initiatives
Cash flow management €60m c €90m + c. €30m
Fast Lane’s first phase proved successful with initial targets noticeably surpassed
12 4 “Fast Lane” in motion: building upon new foundations
Achievement to 5 strategic pillars Pursuing Fast Lane development going forward date (a) 1 • Actions/investments to further develop offerings and services: Grow our top line on a • Product/services innovations: ToMyCar, ToMyDoor… sustainable basis • New ancillary program development, CRM and RCM enhancement • Privilege loyalty program 2014 relaunch 2 • Customer contact process and organization revamping • Further actions identified including: Differentiate our offer • Digital distribution channel acceleration • Innovation in Mobility solutions (Lab)
3 • Actions/investments including: • Shared Service Center (Portugal) implementation and extension • Ongoing IT transformation launched in 2013, with a clear roadmap Improve our cost towards completion by 2020 structure • Further actions identified including: • Fleet holding period & remarketing • Further network and non-fleet procurement optimization 4
Optimize our resource • Actions already taken to be rolled-out across countries: allocation • Talent pool management and PMO culture deployment
5 • People reviews / potential & performance implementation • Further actions identified including: Increase our effectiveness • New organization structure (back office / front office rationalization)
(a) Management estimates
13 4 Fast Lane: a track-record of over-performance with strong further upside
Continuous quarterly increase in Adj. Corp. EBITDA and Europcar rental revenue growth vs. EU car rental market profitability, with recent traction from growth levers (b) Focus on Market quality of revenues outperformance 213.0
197.0
3.2% 180.0 2.4% (a) 1.6% 170.0 0.4% 0.1% 156.50 151.0 (0.3)% (0.8)%
129.0 124.0 10.8% 119.10 10.1% (3.9)% 113.0 9.4% 9.0% 101.0 7.9% 8.2% 2011 2012 2013 2014 94.0 6.8% 92.0 6.5% 6.1% EU car rental market growth Europcar Rental revenue growth 5.8% 5.2% 4.8% 4.7%
Strategic commercial and operational repositioning of Europcar on a sustainable Q4-11 Q1-12 Q2-12 Q3-12 Q4-12 Q1-13 Q2-13 Q3-13 Q4-13 Q1-14 Q2-14 Q3-14 Q4-14 basis Adj. Corp. EBITDA LTM (€m) Adj. Corp. EBITDA LTM margin Recent focus on quality of revenues, exiting from legacy non-profitable contracts, to prepare future sustainable organic growth and strong profitability improvement Note: National currencies (current prices) have been taken into account for car rental market value Europcar Rental revenue growth at constant FX rate (a) Based on Euromonitor estimates (b) Unaudited figures for Q1-15 Source: Euromonitor for car rental market growth, excluding Cyprus, Luxembourg, and Malta
14 4 …as shown by strong H1 2015 Results
Continuous quarterly increase in Adj. Corp. EBITDA and Sustained topline growth profitability, with recent traction from growth levers
Quarterly total revenue growth at constant exchange rate (yoy) LTM Corporate EBITDA
7.4% (b) 7.4% (b) 231 7.1% (a) 219 213
197
4.3% 180 170 11.2% 2.4% 10.9% 11.2% 10.8% 10.1% 9.4% 9.0%
-1.2% Q1-14 Q2-14 Q3-14 Q4-14 Q1-15 Q2-15 Q1-14 Q2-14 Q3-14 Q4-14 Q1-15 Q2-15
Strong growth and profitability momentum: +6.2% organic growth revenue achieved in H1 2015 resulting in a 11.2% LTM Adj. Corporate EBITDA margin
(a) Including Europ’Hall fully consolidated for the last two months of 2014 (b) Including impact of Europ’Hall integration accounting for +1.2%
15 15 5 A flexible business model with strong financial performance
FY-14 vs FY-12 FY-12 FY-13 FY-14
1,936 1,903 1,979 Revenues (€m) +2.2%
75.6% 76.4% 74.4% Fleet financial ° Measure of internal Fleet financial utilization rate efficiency utilization rate (%) +2.0ppt
284 Fleet cost per 260 248 Fleet cost per unit unit monthly ° Measure of cost control monthly average average (a) (12.7)%
502 492 511 Semi fixed costs ~ +1.7% Semi fixed ° Measure of cost control & (€m) ~ costs (b) adaptability (% of total 25.9% 25.8% 25.8% (0.1)ppt revenues) ~
213 Adj. Corp. EBITDA 157 x1.8 Adj. Corp. EBITDA (defined as EBITDA post fleet D&A and 119 (€m) 10.8% financing costs including operating 8.2% leases) (% margin) +4.6ppt 6.1%
(a) For fleet cost per unit per month, c. a thousand of non-car vehicles is also included. Fleet cost per unit per month include fleet holding cost per unit (excluding financial interests) and fleet operating cost per unit (b) Including Personnel, Network, IT and HQ costs excluding non-fleet D&A
16 5 Diversified and flexible asset backed financing model
Fleet asset base and financing structure Highlights
Diversified fleet financing: Fleet asset base Net operating debt On-balance sheet: – €1.1bn SARF (2019), €350m RCF (2020), €350m Senior Secured Notes and UK finance Rental fleet On-balance sheet leases On-balance sheet fleet financing debt (banking facilities, secured – Limited costs with minimum notes) capital required: flexible asset backed financing with LTV (a) Fleet working capital due to between 87% and 95% in 2014 buyback effect Off-balance sheet: – Agreements with banks and OEMs Off-balance Fleet financed under Debt equivalent of fleet – Flexible and rolled-over annually sheet operating leases operating leases – No upfront cash-out (100% advance rate)
(a) Loan to value percentage defined as the quotient of (1) outstanding Indebtedness of Securitifleet Holding and any Securitifleet Company over (2) the Securitifleet Total Asset Value
17 5 Capital Structure fully reshaped at the IPO
• Early re-payment of both existing expensive corporate bonds (€724 million in aggregate) thanks to − IPO primary proceeds Corporate Debt − New €475m senior notes due 2022 with a coupon of 5.75%
‹ Simplified structure with huge interest savings (from €75 m to €27m / year)
‹ Ratio net Debt / LTM Adjusted Corporate EBITDA at 1.5x as of June 30, 2015 1
Credit ratings • S&P upgrade one notch to B+ on July 8 Upgrade • Moody’s upgrade 2 notchs to B1 on July 7
• Remainder of the net proceeds of the new shares and the new notes after the refinancing transactions at €112 million to be used for the Group’s general corporate purposes Headroom ‹ Of this amount, up to €80 million for financial investments in strategic initiatives over the 2015- 2017 period, including up to €25 million for Europcar Lab-related activities
Simplified capital structure providing financial flexibility
(1) Ratio is calculated considering the full cash out of the IPO related fees (approx. €23 million still to be paid at the end of June 2015) and of the remainder of the net proceeds of the New Shares and the New Notes after the refinancing transactions (i.e. €112 million)
18 5 Detailed capital structure at the end of June 2015
€million Pricing Maturity June 30, 2015 High Yield Senior Notes (a) 5.75% 2022 475 Senior Revolving Facility (€350m RCF) E+250bps (b) 2020 100 FCT Junior Notes, accrued interest not yet due, -185 capitalized costs of financing contracts and other Corporate Gross Corporate debt 390 Net Debt Short-term Investments -69
IN Balance Sheet Balance IN Cash in operating and holding entities -112 Corporate net debt 209
High Yield EC Finance Notes (a) 5.125% 2021 350 Senior asset revolving facility (€1.1bn SARF) (c) E+170bps 2019 689 FCT Junior Notes, accrued interest, capitalized costs of 166 financing contracts and other UK, Australia and other fleet financing facilities Various (d) 620 Asset Gross financial fleet debt 1,825 backed Short-term fleet investments -16 Financings IN Balance Sheet Balance IN secured by Cash held in fleet financing entities -82 Vehicules Fleet net debt 1,726
Debt equivalent of fleet operating leases (e) 1,734 OFF Sheet Balance Balance
Total consolidated net debt (excl. op leases) 3,460
Conso. Total consolidated net debt (incl. op leases) 3,669
(a) These bonds are listed on the Luxembourg Stock Exchange. The corresponding prospectus on Luxembourg Stock Exchange website ( http://www.bourse.lu/Accueil.jsp ) (b) Depending on the leverage ratio (c) Swap instruments covering the SARF structure have been extended to 2019 (d) UK fleet financing maturing in 2017 with a two-year extension option (e) Corresponds to the net book value of applicable vehicles, which is calculated on the basis of the purchase price and depreciation rates of corresponding vehicles (based on contracts with manufacturers).
19 5 Lower risk, better balanced business and higher growth
19% Clear #1 position in 1 13% 12% 11% European car rental (13A market share) (a) V100%100% car car rental rental 100% car rental 81% car rental 68% car rental (d)
8% 58% 70% 6% 50% 50% 50% 50% 70% 30% 70% 30% 70% 30% 70% 30%
90% 10% 90% 10% 90% 10% 90% 10% De-risked fleet % non-buyback fleet (b) 4% 6% 3% 8% 6% 8% 8% 6% 6% 6%
45% 53% 53% 54% 52% 63% 58% 70% 70% 2010 2011 2012 2013 2014 2010 2011 2012 2013 2014 2010 2011 2012 2013 2014 2010 2011 2012 2013 2014
Belgium (c) 3% Australia–New Zealand International 7% International Portugal 32% 27% 5% Germany International By geography Spain 27% 42% Group level 10% 26% Germany Southern Italy North America 58% Europe 11% UK 68% North America 21% 73% France 16% (c) By customer 45% 55% 45% 55% 38% 62% 43% 51% 6% Business Leisure Business Leisure Business Leisure Business (e) Leisure Other
(c) Balanced Balanced and complementary By location 42% 58% 67% 33% 69% 31% Undisclosed
business mix (split of 2014 of(split 2014 revenues) mix business Airport Off-airport Airport Off-airport Airport Off-airport
Note: All data for Sixt based on Car rental division only, except % Car rental among the Group (a) Based on KPMG estimated Corporate market shares (based on corporate revenue, excl. franchisees) in Europcar 7 European Corporate countries; Before impact of Avis Budget group acquisition of Maggiore Group (independent rental operator in Italy) in March 2015 (b) 2014 Fleet purchases not under buyback except for Avis that discloses proportion of rental car fleet not under buyback or subject to operating leases. Based on Car rental divisions only for Hertz and Sixt (c) Based on 2013A data. Geographic split for Hertz based on Group revenues. (d) As per Sixt 18 May 2015 press release and following the IPO of Sixt Leasing, Sixt shall reduce its shareholding in Sixt Leasing from 100% to around 40%. Sixt Leasing shall remain fully consolidated for the time being (e) Including Accident replacement (3% of total) Source: Company information, annual reports of the groups: Avis, Hertz and Sixt
20 5 Guidance considerations In 2015, the company will continue to manage profitable growth though its Fast Lane Program and is expecting in 2016 and 2017 to continue to strongly improve its operational performance 2015 Guidance Mid-Term Guidance (2016-2017)
3-5% organic growth, essentially driven by volume effect with 3-5% organic growth per year, essentially driven by Organic relatively stable RPD volume effect, with relatively stable RPD
Revenues Full impact of the Europ’Hall acquisition (a) Non-organic Currency favourable impact (British Pound and Australian dollar) (b)
Adjusted Corporate EBITDA margin above 13% by the Adjusted Corporate EBITDA around €245m driven by Corp. EBITDA end of 2017 thanks to further deployment of the Fast Lane growth in revenues and cost control initiatives transformation plan, impacting both revenues & costs
Net Income excluding Non- Net income excluding non-recurring items and associates, Recurring Items and Associates n.a and pro forma for refinancing around €125m (c) and Pro Forma for Refinancing
Natural deleveraging driving corporate leverage below Corporate Leverage Below 1.5x by the end of 2015 1x by the end of 2017, leaving headroom for selective value creative opportunities
Dividend Policy Target pay-out ratio of at least 30% starting in 2017 (based on 2016 net income)
Source: Company annual reports and business plan. All figures at reported exchange rates, unless otherwise stated (a) Europcar acquired EuropHall, one of its French franchisee, in Q4 2014. As a result, this company has been fully consolidated only for two months in 2014. On a standalone basis, EuropHall revenue amounted to c. €23 million for the full year 2014 (b) Based on Europcar estimated annual average GBP/Euro exchange rate of 1.30, this should represent an incremental growth of c.100bps compared to full year 2014 (c) Net income excluding exceptional items (operational and financial), before associates, and adjusting financial expenses pro-forma for the full year effect of the repayment of the €324m bond, refinancing of the €400m bond through the issuance of the €475m senior notes due 2022 at an issue price of 99.289% and a coupon of 5.75%, contingent to IPO, and refinancing of the RCF and SARF facility at improved terms
21 6 Corporate governance
• As of March 9, 2015, the Company adopted a dual governance structure with a Supervisory Board and a Management Board • As from the listing of its shares on Euronext Paris, the Company intends to comply with all of the recommendations of the Corporate Governance Code for Listed Companies of the AFEP and the MEDEF
Management Board Supervisory Board
• Composition: − Jean-Paul Bailly (Independent) – Chairman
Philippe Germond Caroline Chairman of Parot − Pascal Bazin (Independent) Management Deputy CEO & Board CFO − Virginie Fauvel (Independent) − Angélique Gérard (Independent) − Jean-Charles Pauze (Independent) − Sandy Miller (Independent) − Patrick Sayer Kenneth Fabrizio Ruggiero McCall Head of COO, Head of UK, Italy − Philippe Audouin operations and and of information mobility − Armance Bordes systems − Eric Schaefer • Creation of an Audit Committee and a Nominations and Compensation committee
22 Concluding remarks
Acceleration potential Organic Enhance international mid-term guidance footprint
Revenues: Develop new mobility solutions Unrivalled leader in an 3-5% organic growth CAGR attractive, growing Seize bolt-on/ V market Adjusted Corporate franchisee opportunities EBITDA: Margin above 13% by 2017 High growth/low-risk business model run by V disciplined management
Halfway through successful Fast Lane V transformation
23 Appendix Illustration of Fast Lane top lines initiatives: development of InterRent brand
Network and fleet (2014)
UK Germany
# of Stations: 21 # of Stations: 9 Low-cost rental brand designed in 2011, Concept & complementary to Europcar brand Fleet: 600 Fleet: 300 History Low-cost segment estimated to account for 10% of Europcar core European market, ie c.€1bn (a)
Initially successfully launched in Spain and Portugal, then rolled out to France, Italy, UK and Germany France
InterRent managed from Madrid by Europcar # of Stations: 21 Spain’s Managing Director José María González and a dedicated InterRent team Fleet: 800
Close to 4,700 vehicles in Corporate countries with Achievements 76 operating locations across 6 Corporate countries to date (Spain, Portugal, France, Italy, UK and & Next steps Germany)
Dedicated ancillary strategy to increase RPD Core focus Other footprint Franchise expansion started in 2014 and targeting 40 countries by the end of 2015 (19 already signed Portugal Spain Italy including Malta, Cyprus, Turkey, Morocco, Oman, # of Stations: 7 # of Stations: 15 # of Stations: 3 Abu Dhabi, Norway) Fleet: 1,100 Fleet: 1,800 Fleet: 130
(a) 2013 market size based on the last financial year revenue of (i) traditional car rental players operating a low-cost brand (limited to the revenue generated by the low-cost brand); and (ii) pure low-cost/low price players, positioned on the low end of the market at Europcar Core 7 Corporate countries level. Please note that, despite the objective to retain players positioned on the low cost segment only, market size estimate may include figures related to players communicating on a low cost positioning but having in reality a value position on the market Source: KPMG analysis
InterRent roll-out is an attractive, complementary growth avenue which expands Europcar’s addressable market
25 Successful step towards developing new Europcar mobility solutions:
Development strategy Recent achievements
V Enriched B2B offer with more services for our Joint marketing materials and sales process already corporate customers finalized between Ubeeqo and Europcar
Successful roll-out in Germany V Extend offer to B2C – covering potentially all of our driver base UK in finalization in Q2 and planned roll-out in Southern European countries in H2
V Consistent approach across Europe Solutions successfully presented to franchised countries
Mobilities Benefits platform in pilot phase in France with 60 clients
Current footprint
New targeted geographies First joined agreement signed recently by Europcar and Ubeeqo with a key account in Belgium
26 Illustration of franchisee bolt-on acquisition: Europ’Hall case study
Europcar French network overview Europ’Hall: #2 franchisee in France with c.40 stations (€23m
sales in 2014) Europ’Hall 2014 breakdown of stations Identified synergies and optimization areas including:
– Network optimisation: logistics efficiency Franchisees 38% Group – People management savings 50%
Europ’Hall – Utilisation rate : share Europcar know-how with Europ’Hall Agents 12% acquisition to drive operational efficiency Europcar Corporate areas in France – Increase pricing and product consistency with Corporate Europcar franchisees & agents areas Stations (deploy yield management tools) Corporate Agents & Franchises Local HQ – Ancillary push
Ongoing synergy and optimization implementation
Europ’Hall acquisition already benefiting to Europcar: +1.2% French franchisee Europ’Hall acquired end of 2014 (€23m sales) - large value creation impact on sales growth in H1 2015 potential still at hand
Franchisee bolt-on opportunities may prove highly value creative and more actionable
Source: Management estimates
27 Adjusted Corporate EBITDA: the key financial indicator for Europcar
Operating Income Statement
Drivers
Nb. of rental days
Rental revenues x Total revenue generation Revenue per day (RPD)
Other revenues (Fuel revenues, franchising fees and other revenues)
- = Adjusted Corporate EBITDA Non-GAAP measure Nb. of rental days Fleet costs (incl. depreciation and / insurance costs) c.38% Fleet financial utilization rate variable x Fleet cost per unit Operating Costs Rental related costs c.12% Rental days variable Variable
Revenue related costs c.14% Revenue c. 70% variable variable costs vs. c. 30% semi Fleet financing costs c.7% Average fleet fixed costs (a) variable
Personnel, Network, IT and HQ costs
Var. c.29% fixed/variable Fixed/
% weight out of total operating costs base down to Adj. Corp. EBITDA (based on 2014 figures) (a) Company estimates
2828 Adjusted Corporate EBITDA historical evolution
CAGR Key considerations
All data in €m, as of 31-Dec 2012 2013 2014 2012/14 Improvement of the quality of revenues to be read through 186.0 183.6 189.3 0.9% Fleet size ('000 vehicles) stable RPD and better car Fleet financial utilization rate 74.4% 75.6% 76.4% category alignment leading to decreasing fleet costs per unit Rental days (in m) 50.7 50.7 52.8 2.0%
RPD Growth (a) 0.1% (0.8%) Decreasing fleet cost reflects Rental revenues 1,781 1,756 1,823 1.2% change in fleet mix (categories of Growth (a) 0.1% 3.2% cars and OEM mix)
Other revenues 156 147 156 0.2% Strong improvement of the fleet Revenues 1,936 1,903 1,979 1.1% financial utilization rate supported Growth (a) (0.2%) 3.4% by RCM strategy
Fleet holding costs (482) (445) (443)
Fleet operating and insurance-related costs (b) (691) (672) (686) Strong decrease of fleet financing costs on the back of recent fleet Personnel, network, IT and other HQ costs (502) (492) (511) debt 2017 €350m bond Fleet financing costs (141) (138) (126) refinancing in 2014 and SARF reduction in Apr-12 Adj. Corporate EBITDA 119 157 213 33.7%
Margin 6.1% 8.2% 10.8%
Source: Company annual reports. All figures at reported exchange rates, unless otherwise stated (a) At 2014 constant exchange rate (b) Including Revenue related costs, Rental related costs and Fleet operating costs (including insurance costs) Please refer to the Registration Document available on our website (finance.europcar-group.com) for complete information including 29 notably for the reconciliation of Non Gaap measures to IFRS aggregates. Net income historical evolution
Key considerations
All data in €m, as of 31-Dec 2012 2013 2014
Adj. Corporate EBITDA 119 157 213 Non-fleet “Cash” interest expense
represents mainly the expenses Margin 6.1% 8.2% 10.8% related to the Corporate bonds Non-fleet D&A (a) (33) (34) (32)
Non-fleet financial expenses (87) (92) (96)(b) In some countries, Europcar is able
to offset some of the due tax through Profit Before Tax and Non-Recurring Items (1) 30 85 the use of tax losses. At the end of Other non-recurring operating expenses (32) (36) (116)(c) 2014, the amount of estimated tax Other non-recurring financial expenses (56) (44) (64)(d) loss carry-forwards is €763m Profit Before Tax (89) (50) (95) (notably linked to the French tax
Net tax expense (18) (8) (11) perimeter), of which €351m lead to
Associates (4) (5) (7) the recognition of a €116m tax asset
Net income (111) (63) (112) on the balance sheet
(a) Mainly including D&A linked with IT system and software owned by the group (b) Includes cash interest paid on corporate High Yield bonds for €74m and other financial expenses (e.g. RCF non-utilization fees, pensions interest costs, etc.) for €22m (c) Detailed on next page (d) Detailed on page 38
Please refer to the Registration Document available on our website (finance.europcar-group.com) for complete information including 30 notably for the reconciliation of Non Gaap measures to IFRS aggregates. Cash flow evolution (non-GAAP): focus on operational items
All data in €m, as of 31-Dec 2012 2013 2014 Key considerations
Adjusted Corporate EBITDA 119 157 213 Strong generation of cash flow before change in fleet asset base, Non-recurring expenses (a) (23) (29) (28) financing and other investing activities since 2013 Non-fleet capital expenditure (net of proceeds from (24) (22) (22) disposals) Stable non fleet capex over the (b) (a) Changes in non-fleet working capital 31 63 16 period, mainly IT-related
(a) Change in provisions and employee benefits 6 (4) 11 Improvement of non-fleet WC delivered through Fast Lane Income tax paid (49)(b) (36) (31) program
Corporate operating free cash flow 60 128 159
Cash interest paid on corporate High Yield bonds (67) (74) (74)
Cash flow before change in fleet asset base, (7) 54 85 financing and other investing activities
(a) Excluding (i) amortisation of operating rights of National and Alamo brands in 2012, 2013 and 2014 and (ii) provisions and working capital items relating to Enterprise litigation and to the Long term incentive plan (b) Following the Fleming VAT claims, the Company has cashed in and cashed out in 2011 and 2012 respectively €51m recorded in change in Non-fleet WC and €17m recorded under the income tax paid caption, these amounts were restated in the above and included below cash flow before change in fleet asset base, investing and financing activities Please refer to the Registration Document available on our website (finance.europcar-group.com) for complete information including 31 notably for the reconciliation of Non Gaap measures to IFRS aggregates. Cash flow evolution (non-GAAP): focus on non-operational items
Focus on Change in Fleet Asset Base, Financing and Other Investing Activities Cash Flow
All data in €m, as of 31-Dec 2012 2013 2014
Cash flow before change in fleet asset base, financing and other investing activities (7) 54 85
1 Other investing activities (2) (2) (56)
Change in fleet asset base, net of drawings on fleet financing and working capital facilities 63 7 (55)
Change in Corporate HY (130) - -
Shareholders’ loan 110 - -
Transaction cost cash out and swap impact (a) (101) (5) (36)
VAT fee payable to beneficiaries (68) - -
Net change in cash before FX effect (135) 55 (63)
Key Considerations
1 Other investing activities focused on growth investment, notably with the acquisition of Europ’Hall and Ubeeqo during FY2014
(a) Swap impact of (€67m), (€1m) and (€2m) respectively in 2012, 2013 and 2014
Please refer to the Registration Document available on our website (finance.europcar-group.com) for complete information including 32 notably for the reconciliation of Non Gaap measures to IFRS aggregates. Excerpt from H1 results presentation released on July 29, 2015
Important notice: the investors are strongly urged to refer to the complete H1 results presentation and the Financial report as of June 30, 2015, notably for the reconciliation of Non Gaap measures to IFRS aggregates. Both documents are available on our website : finance.europcar-group.com
33 Key Financial Metrics
Change at June 30, June 30, All data in €m constant 2015 2014 currency* Revenues 960.5 869.0 +7.4%
Adjusted Corporate EBITDA 60.2 41.5 +39.2%
Adjusted Corporate EBITDA Margin 6.3% 4.8% +1.4pt Continuing business Last Twelve Months Adjusted Corporate EBITDA 231.4 179.8 +28.7% improvement LTM Adjusted Corporate EBITDA Margin 11.2% 9.4% +1.8pt while investing for Operating Income IFRS ** 19.1 49.7 -63.2% summer Net Income IFRS -156.8 -82.0 93.1% season
Corporate Net Debt 209
Total Net Fleet Debt (incl. operating leases) 3,460 3,042 11.4%
Improved performance supported by embedded Fast Lane program and Group operational excellence
* UK pound and Australian dollar ** Includes non-recurring expenses for €56m in H1 2015 vs. €15m in H1 2014.
34 Strong Top Line Growth
Change at Key considerations All data in €m HY 2015 HY 2014 Change constant currency Strong volume across all countries
Rental revenues 893.0 799.4 11.7% 8.5% − Increased demand on the leisure segment Other revenue associated with supported by Europcar brand on all 43.4 45.7 -5.2% -8.4% car rental distribution channels and by the accelerated Franchising business 24.1 23.8 1.4% 0.4% deployment of the InterRent brand Revenues 960.5 869.0 10.5% 7.4% − Increased volumes for the business segment, in particular for SME and vehicle replacement, in line with our sales strategy
Rental Revenue Change in RPD, mainly driven by the mix of YoY Change at constant currency both customers segments and brands
+8.7% +8.6% − in the leisure segment: benefit from the 8.9% 9.6% deployment of the ancillary sales program, Average RPD while InterRent, with a lower facial RPD Rental day volume continues to grow significantly − in the business segment: higher contribution from vehicle replacement business with longer duration than the (0.2%) 51.4% 40.1% (0.9%) average driving a lower facial RPD InterRent Europcar 7.8% 8.8% Other revenue impacted by Petrol income 0.7% 2.0% 0.4% decrease, with no impact on margins
(0.6)% Q2 2015 H1 2015
35 Continued Increase of Adjusted Corporate EBITDA Margin
Change at Key considerations All data in €m HY 2015 HY 2014 Change constant currency Improvement in both Adjusted Revenues 960.5 869.0 10.5% +7.4% Corporate EBITDA amount and margin, mainly reflecting: Fleet size ('000 vehicles) 192.1 174.3 10.2% Fleet financial utilization rate (%) 75.1% 75.6% -0.5 pt − Rental revenue strongly increased by +8.5% at constant currency Fleet holding costs excluding estimated -229.1 -204.8 11.9% 8.5% interest included in operating leases − Fleet costs per unit (holding and Fleet operating, rental, revenues and -339.5 -311.8 8.9% 5.8% operating) declined over the period insurance-related costs while volume impact was linked to Personnel, network, IT and other HQ costs -275.2 -247.4 11.2% 8.4% activity growth
Fleet financing costs -56.5 -63.5 -11.0% -12.7% − Rental and revenues operating costs on track compared to the Adjusted Corporate EBITDA 60.2 41.5 44.8% +39.2% growth of rental days
Adjusted Corporate EBITDA Margin 6.3% 4.8% +1.4pt − Fixed costs increase mainly in Operations Network and Sales & Marketing to sustain the profitable growth by segment
− Decrease in fleet financing costs following the €350 bond and UK fleet facilities refinancing in H2 2014
36 Adjusted Corporate EBITDA - LTM
726 Adjusted Consolidated 708 695 EBITDA 683 657 658 656 656 665 650 648 647 651 175 Fleet depreciation (IFRS) 164 169 163 Continued 160 234 228 222 215 200 184 171 163 improvement in Adj. Corporate EBITDA thanks Fleet depreciation to Fast Lane included in fleet op. lease 200 program 196 rents 191 launched in 2012 191 190 188 186 182 159 164 168 171 177 Fleet interest expense 54 54 54 included in fleet op. lease rents 53 50 52 Fleet financing costs (IFRS) 50 52 54 excluding fleet swap expenses 59 52 54 54 53 64 54 68 11 Fleet swap expenses 72 9 74 9 74 75 12 12 75 13 83 79 76 75 13 13 219 231 9 12 213 20 11 197 Adjusted Corporate 29 180 11.2 % EBITDA 10.9% 157 170 In % of Revenue 151 10.8% 119 124 130 101 113 10.1%
Q2'12 Q3'12 Q4'12 Q1'13 Q2'13 Q3'13 Q4'13 Q1'14 Q2'14 Q3'14 Q 4'14 Q1'15 Q2'15
37 Net Income: 2015 a transition year
Key considerations All data in €m HY 2015 HY 2014 Change 2015 net loss included: Adj. Corporate EBITDA 60.2 41.5 44.8% − Cost linked to the reshape of the Non-fleet D&A -16.0 -15.6 2.6% capital structure: Other non-recurring operating expenses -55.9 -14.6 – Redemption premium of €56m – Write off of amortization costs for Non-fleet financial expenses -139.3 -89.9 54.9% €27m (non cash) Profit Before Tax -151.0 -78.7 92.0% − Net negative impact of some proceedings for approx. €27 m Net tax expense -1.7 0.9 (mainly Q1 2015 items) Associates -4.1 -4.3 -4.5% − Costs associated with the IPO for Net income -156.8 -82.0 91.2% €9m
− Reorganization charges linked to Fast lane transformation plan for €20 million
− Deployment costs of Car2Go Europe for €4m (associates)
38 Management P&L
All data in €m HY 2015 HY 2014 Change
Total revenue 960.5 869.0 10.5%
Change at constant exchange rates 7.4% Fleet holding costs, excluding estimated interest i ncluded in -229.1 -204.8 11.9% operating leases Fleet operating, rental and revenue related costs -3 39.5 -311.8 8.9%
Personnel costs -169.2 -155.3 8.9%
Network and head office overhead -108.1 -96.5 12.1%
Other income and expense 2.1 4.4 -51.2%
Personnel costs, network and head office overhead, IT and other -275.2 -247.4 11.2%
Net fleet financing expense -30.8 -38.4 -19.7%
Estimated interest included in operating leases -25. 7 -25.1 2.5% Fleet financing expenses, including estimated inter est included -56.5 -63.5 -11.0% in operating leases Adjusted Corporate EBITDA 60.2 41.5 44.8%
Margin 6.3% 4.8% 1.4 pts Depreciation – excluding vehicle fleet -16.0 -15.6 2.6 %
Other operating income and expenses -55.9 -14.6
Other financing income and expense not related to t he fleet -139.3 -89.9 54.9%
Profit/loss before tax -151.0 -78.7 92.0%
Income tax -1.7 0.9 Share of profit/(loss) of associates -4.1 -4.3 -4.5%
Net profit/(loss) -156.8 -82.0 91.2%
39 Cash flow evolution (non-GAAP): focus on operational items*
Key considerations All data in €m HY 2015 HY 2014
Adjusted Corporate EBITDA 60 42 Adjusted Corporate EBITDA up €18 m
Non-recurring expenses -25 -12 Non recurring expenses cash out of €25m linked to a €12.5m litigation settlement and continuing Fast Lane Non-fleet capital expenditure (net of proceeds -12 -10 from disposals) reorganization plans
Changes in non-fleet working capital 34 38 Change in non fleet working capital at €34m is reflecting the actions launched in the frame of Fast Lane but also Change in provisions and employee benefits -12 -3 IPO fees and costs not paid at June end (estimated at
Income tax paid -21 -17 ~€23m)
One-off cash interest up €14m notably due to cut-off Corporate operating free cash flow 25 37 effect following the payment of the accrued interests at
Cash interest paid on corporate High Yield bonds -51 -37 the time of the reimbursement of the two corporate bonds at end of June (vs. Q4 for previous year) Cash flow before change in fleet asset base, -26 0 financing and other investing activities
Seasonal cash outflows linked to the preparation for summer season
40 Management Cash Flow
All data in €m HY 2015 HY 2014 Key considerations
Adjusted Corporate EBITDA 60 42
(a) Non-recurring expenses -25 -12 Change in fleet asset base of Non-fleet capital expenditure (net of proceeds from disposals) -12 -10 €142m driven by the fleet -in for the Changes in non-fleet working capital 34 38 summer season Change in provisions and employee benefits -12 -3 Income tax paid -21 -17 Capital increase: gross proceeds at Corporate operating free cash flow 25 37 €475m less €11m fees already paid as of June 30, 2015 Cash interest paid on corporate High Yield bonds -51 -37 Cash flow before change in fleet asset base, financing and -26 0 other investing activities Change is Corporate High Yield notes negative at €252m: Other investing activities -9 -9 Change in fleet asset base, net of drawings on fleet financing repayment of the two former -142 -66 − and working capital facilities Corporate bonds (i.e. €324m and Capital increase (*) 464 - €400m) Change in Corporate High Yield -252 - − issuance of the new Corporate Transaction cost cash out and swap impact (a) -69 -4 bond for €472m (€475m at issue Net change in cash before FX effect -34 -79 price of 99.289%)
Cash and cash equivalents at beginning of period 206 267 Effect of foreign exchange conversions 2 1
Cash and cash equivalents at end of period 174 189
41 Glossary (1/2)
Business customers: include corporations, small and medium-sized businesses, government agencies and other organizations which rent cars as well as entities renting cars to provide vehicle replacement services
Corporate countries: countries where Europcar owns and operates its own network, where corporate-operated stations are located (Germany, UK, France, Italy, Spain, Portugal, Belgium and Australia/New Zealand)
Adjusted Corporate EBITDA: EBITDA less fleet depreciation, fleet operating lease rents and fleet financing costs
Fleet: all vehicles operated by the car rental company available or not for rent which includes cars and vans
Fleet Cost per Unit per month: defined as total monthly fleet costs (including fleet holding and fleet operating costs but excluding financial interests included in fleet lease charges) divided by the average fleet over the period .
Fleet holding costs: include (A) Costs related to rental fleet agreements, which consist of (i) “depreciation” expense relating both to vehicles purchased with manufacturer or dealer buy-back commitments and to “at risk” vehicles (based, with respect to vehicles purchased with a buy-back commitment, on monthly depreciation rates negotiated under the buy-back agreements, net of volume rebates, and with respect to “at risk” vehicles, to the difference between the acquisition cost of the vehicles and the estimated residual value, the value of “at risk” vehicles being adjusted monthly on the basis of the vehicles’ market values) and (ii) charges under operating leases; (B) Acquisition and sale-related costs, which include principally (i) the cost of vehicle accessories; (ii) costs relating to the conditioning of new vehicles; and (iii) costs relating to disposal of used vehicles and of vehicles purchased in connection with buy-back programs; and (C) Taxes on vehicles.
Fleet operating, rental and revenue related costs: include (A) Fleet operating costs, which include insurance (the costs of car insurance covering civil liability and damage to vehicles, as well as self-insurance costs), repairs and maintenance costs and costs incurred for damaged and stolen cars, as well as the costs of reconditioning vehicles for repurchase by the car manufacturer or dealer; (B) Revenue-related commissions and fees, which include commissions paid to agents, such as personnel costs and station overhead (excluding vehicle fleet), as well as commissions paid to travel agents, brokers and other commercial partners and fees and taxes paid for airport and train station concessions; and (C) Rental related costs, which include the cost of transferring vehicles from one site to another, vehicle washing costs and fuel costs.
Fleet financial utilization rate: number of actual rental days as a percentage of the theoretical total potential number of days of the fleet. The theoretical total potential number of days of the fleet is equal to the number of vehicles held over the period, multiplied by the total number of days in the period
42 Glossary (2/2)
Franchising: arrangement where the franchiser grants the franchisee the right to use its trademark or trade-name as well as certain business systems and processes, to produce and market a good or services according to certain specifications. In exchange, the franchisee usually pays the franchiser an entry fee plus a percentage of sales revenues as royalty
GDS (Global Distribution System): computerized reservations systems operated by third parties and used by intermediaries such as travel agents and travel operators to make reservations with the Europcar Network
GSA (General Sales Agent): general sales representative that promotes and sells the services offered by Europcar in a specific country or region in consideration of a commission
GreenWay® system: software application, owned by Europcar, offering a comprehensive business solution mainly in the areas of fleet management, e-commerce, reservations and global distribution systems and rental operations . Leisure customers: include not only individual travelers booking vacation car rentals but also people renting to meet other personal needs
Net rates : brokers selling at any price, ie brokers revenue is the gap between Europcar’s selling price and their selling price (usually offered to TOs for package, brokers with Keddy and destinations where brokers are more present than Europcar)
Operating lease vehicle: agreement by which a vehicle is leased to a car rental company, which pays periodically on a relatively short-term basis; at the end of the operating lease, title does not pass to the car rental company
Rental Day Volume: number of vehicles rented over a period of time
RCM: Revenue Capacity Management
Retail rates : Europcar setting the price and paying a commission to brokers preventing them from selling at a lower price than Europcar’s
RPD (Revenue Per Day): rental revenue divided by the Rental Day Volume
Vehicle replacement : business involving principally the rental of cars to individuals whose rental charges are wholly or partially paid or reimbursed, by insurance companies, vehicle leasing companies and vehicle dealers and other entities offering vehicle replacement services, with whom Europcar has a direct contractual relationship
43 Important Legal Disclaimer / Contacts
DISCLAIMER
The document has been prepared by Europcar (the “Company”). Recipients should conduct and will be solely responsible for their own investigations and analysis of the Company. The Company has no obligation to update the document or to correct any inaccuracies herein. None of the Company nor its respective employees or officers, makes any representation or warranty, express or implied, as to the accuracy, relevance and/or completeness of the document or the information, forward- looking, statement contained herein and the Company shall not incur any liability for the information contained in, or any omissions from, the document. In particular, but without prejudice to the foregoing, no representation or warranty is given as to the achievement or reasonableness of any projections, targets, estimates or forecasts, and nothing in the document is or should be considered as a representation as to the future. Forward-looking statements are based on management's current expectations or beliefs on or about the date of the document and involve risks and uncertainties that could result, but not limited to, in different results from those described in the forward-looking statements and risk described in the documents the Company filed with the Autorité des Marchés Financiers (French securities regulators). The Company does not undertake, nor have any obligation to provide any updates or to revise any forward-looking statements in order to reflect any events or circumstances that may occur or arise after the date of the Presentation.
INVESTOR RELATIONS
Aurélia Cheval +33.1.30.44.84.40 [email protected] Investor Relations +33.1.30.44.98.98 [email protected]
For all financial or business information, please refer to our IR website at: finance.europcar-group.com
44