Ladies and gentlemen, thank you for standing by, and welcome to the Ferrari Second Quarter Results Conference Call. [Operator Instructions] I must advise you that this conference is being recorded today, Monday, 3 of August 2020. I would now like to hand the conference over to the first speaker today, Ms. Nicoletta Russo. Thank you. Please go ahead madam.

Thank you, Nadia, and welcome to everyone who is joining us. Today’s call will be hosted by the Group CEO, Louis Camilleri; and Group CFO, Antonio Picca Piccon. All relevant materials are available in the Investors section of the Ferrari corporate website and at the end of the presentation, we will be available to answer your questions. Before we begin, let me remind you that any forward-looking statements we might make during today's call are subject to the risks and uncertainties mentioned in the safe harbor statement included on Page 2 of today's presentation, and the call will be governed by this language. With that said, I'd like to turn the call over to Louis.

Thank you, Nicoletta. And welcome everyone. And thank you for joining us. As we had anticipated during our May fall earnings call, our second quarter results were weak across all key metrics, but frankly, in line with our expectations. These results clearly reflect the very challenging times that we have all endured in recent months on many levels. I do wish, however, to salute the resilience, commitment and determination that has been exhibited by all of my colleagues here and in Maranello and in our markets. While the headline numbers are clearly not a reflection of what this great company is capable of achieving, one notable metric is that despite everything we had to confront, our core business generated an EBITDA margin of above 30% in the second quarter and above 40% in the first half. As I previously mentioned, the disruptions caused by the COVID-19 pandemic were in themselves a huge challenge to surmount. But its timing was doubly unfortunate as it engulfed us at a critical time in the delicate industrialization phase of the new models that we presented last year and in particular, as it relates to the SF90 Stradale, which contains more than 2000 new components from our supply chain. While we are confident that deliveries to our clients will begin early in the fourth quarter, the ramp up in production will inevitably be delayed, which is the predominant reason for the adjustment to the midpoint of our guidance for the full year. In terms of the overall dynamics and health of the business, these remain as strong as ever. Demand remains vibrant and our order book is up significantly versus the corresponding prior year period. Allowing for the obvious favorable impact on our order book of the lower deliveries resulting from the more than seven-week…

Thank you, Louis. And good morning or afternoon to everyone who is joining us today. Starting on Page 4, as expected, the second quarter of 2020 reflects the consequences of the COVID-19 pandemic, which caused the production and delivery suspension. With seven weeks and available to manufacture and deliver, our shipments in the second quarter nearly halved versus prior year to 1,389 units. Group net revenues were €571 million, posting a 42% decrease compared to prior year. This reflects the just mentioned volume decrees and the anticipated impact of the pandemic on the Formula 1 championship on our other sports and brand related activities, as well as the reduced demand for engines from Maserati. Adjusted EBIT was €23 million, down more than 90% versus the second quarter of 2019, reflecting the actions taken to contain costs while maintaining level of investment to support our long-term growth. Adjusted EBITDA was €124 million, with an adjusted EBITDA margin of 21.9%. Our net result for the quarter was also positive although it’s small, with an adjusted net profit at €9 million, resulting in adjusted diluted EPS of €0.04, versus €0.96 of prior year. On the other hand, industrial free cash flow for the quarter was negative €158 million in line with our expectations, essentially due to ongoing investments, inventory buildup and the actions taken to support our distribution network. Moving to Page 5, you can see the details of the second quarter 2020 shipments. During the quarter there was a contraction of volumes as a consequence of the full suspension of our production until May 4 and the only gradual restart to deliveries in conjunction with the sequential dealer network reopening according to local health protocols. Total shipments for the quarter decreased 48% with eight cylinders models down 49.4% and 12-cylinder also down…

Thank you, Antonio. We are now ready to start the Q&A session. Please, Nadia, go ahead. Hello, Nadia, please can you kindly open the Q&A session.

Thank you. [Operator Instructions] The first question comes from the line of John Murphy from Bank of America. Please ask your question.

Good morning, and good afternoon, everybody. I have a first question, sort of following up, Antonio, on your comments. I think that you said that units would decline about 9% in 2020. So it looks like we're dealing with a base in 2020 of about 9,200, maybe a bit more in shipments. And I'm just curious, as we think about 2021 and 2022, and assuming that there is some normalcy that emerges in the world, how we should think about growth? Is growth that you always manage on a very measured healthy pace? Should it be viewed as coming off that depressed base in 2020? And that we should rethink where 2022 may ultimately land, sort of the prior outlook. Or could you step up to the levels that you were previously looking at delivering and shipping in 2021 and 2022, which would indicate much higher growth off this very depressed base in 2020? I'm just trying to think theoretically how you are approaching future growth of this depressed base?

Thanks, John. Yes, as Antonio said, was sort of forecasting around 9% volume decline. If you think that where our shutdown was seven weeks, that's roughly close to 15% of the time. So we are catching up, as we said, with some Saturdays. The order book clearly is very strong. And actually, what's quite heartening is that particularly with the Roma, but also with the F8 Tributo and Spider, the entire family, we have a higher level of new customers relative to their predecessors be it the Portofino, the 488 range. Essentially at an equal stage in their respective life cycles since the launch. So that's very encouraging. And this really before we were able to do dynamic activities and test drives. So those are starting in September. And honestly, June was a pretty strong month in terms of orders, and July was also pretty strong. So yes, you're right. We will keep – if things keep going the way they are and all things be equal, we should end up the year with a strong order book. I think it's a tad early to discuss 2021, John. Clearly, it should be a strong year, driven probably more by supply than demand. But I would hesitate now to give you any sort of sense for 2021, other than, yes, we're working on a weak base and it should be a strong year. Beyond that, I think it would be imprudent of me, given the uncertainties and unpredictability as we've seen in the U.S. with the trajectory of the pandemic. And as you know, the U.S. is our biggest market.

And maybe if I could just follow-up, sort of more philosophically as opposed to exact numbers. As you think about one, two, three years out as far as your targets and business planning, assuming once again that things kind of return normal, has anything changed in your mindset of where you could be in the out years as far as volumes and financial performance? Because you tend to manage growth in a very measured, healthy way. And I'm just curious if you would allow for as things normal to have a step-up year back to that normalcy. Or have we reset to this lower depressed number from 2020 as the basis year for growth? And that's a philosophical, not an exact number question.

Well, let's stay philosophical then. In terms of the key parameters that we look at is the strength of the order book in terms of its mix, new customers, duration, geographic mix as well and various other factors. And those will really determine what we want to achieve. Clearly, our waiting list is an important parameter, and we would not wish the waiting list to be too far out for fear of losing customers, particularly new customers. So it's something that we have to weigh very carefully. Especially for those products, Roma stands out, where we have pretty big ambitions in terms of attracting new customers. So it's a balancing act, John. But obviously, the starting point is a stronger order book, and I'm quite confident that we will get that, all things being equal. Does that help you?

Yes. That – I think philosophically, that gets me to exactly where I need to go. And then just a second and last question. When you think about your business partners at the moment, being the supply chain and the dealer network, I'm just curious if you can just comment on the state of the supply chain? And if there's anything that's really holding you back from that standpoint? And then on the dealer network, if you can just give us a little bit more details about the aid given to dealers in the quarter? Because it sounds like as that reverse – that aid reverses or normalizes, you could have even seen cash flow close to breakeven in the quarter. I'm just trying to understand those two dynamics between the supply chain and the dealer network.

Well, in terms of the supply chain, I think things are going quite well. Clearly, certain things have been delayed, particularly with the SF90, which is a very complex beast. You can imagine that we have very strict tolerance levels in terms of the industrialization phase. And therefore, our conformity in terms of high volumes is not easy to achieve. And that's what we're facing today. Other than that, I think the supply chain has to be commended for making huge efforts to meet our requirements. In terms of the dealer network, as we flagged back in May, we said that we would help them in terms of payment terms as well as an acceleration in paying their bonuses. So that's a cash flow hit, but one which I think is wise to do to help support our important dealer network. I would add that in terms of our supply chain, we have increased our inventories, as Antonio said, in terms of raw materials and component, which, again, given the uncertainties is something that's wise, but obviously has hit our cash flow in the second quarter. Does that address your question?

Yes. So if we were to take the increase in inventory because of conservatism with supply chain to help in payment terms to the dealers plus the accelerated bonuses, how much of that would – how much would that add up roughly to that 135 and change in working capital that I believe is on Slide 8, is that the majority of that?

I’m not sure not sure I remember, but it's a big chunk of it.

Got it. Okay.

So industrial free cash flow would have been much closer to breakeven without those changes.

Okay, that’s very helpful. Thank you so much.

Thank you. The next question comes from the line of Massimo Vecchio from UBI Banca. Please ask your question.

Good afternoon everybody.

Hello Massimo.

Hello Louis. My main question is, can you – how would you describe the mood of your customers right now? Are they worried? Are they simply postponing purchases? Do you see that as a temporary issue and then anything would be okay. Are they worried about how they could use the cars to go around if stringent [ph] lockdowns are in place. I was just trying to understand what's your feeling is on what viewers and customers are telling you?

I would say generally, morale is pretty high, as reflected in the orders and the fact that we're not experiencing significant cancellations. I think there's an element of rewarding oneself at a time of difficulty. And I think from everything I read, people are going to drive their cars more than use public transportation for obvious reasons. So it all sort of fits into the fact that if you take a reward and that people want to enjoy driving, it sort of fits our profile in the sense that we provide the most exciting and fun to drive cars in the world. So all in all, I would say there's a positive sentiment. And I think the reaction to our new models has been very positive, as I mentioned earlier. And the test drives done by the media, both on the SF90 and the Roma as well as the F8 family has been very, very positive.

Okay, thank you very much. It squares with what I'm viewing from other companies in different segments. It's absolutely coherent. A clarification on your opening remarks, you said that the order book is double digit. Can you specify a little bit better? Are you referring about the growth year-on-year? Or is that your overall number, the total number?

I'm talking about the absolute number, excluding the effect of the production shutdown. Is that clear?

Yes, it’s clear. Thank you very much Louis.

Thank you very much Massimo.

Thank you. The next question comes from the line of George Galliers from Goldman Sachs. Please ask your question.

Thank you. Thank you for taking my questions. The first question, I was going to ask was just on personalization. You commented on it being part of the reason for the negative mix effect. Could you just remind us, was 2Q 2019 an especially strong quarter for personalization relative to the rest of last year? Or is that – was there something specific in terms of vehicle scheduling in the production system or your order book that led to personalization being weaker in this quarter?

Hi George, it's Antonio speaking. If you remember the trend of personalization’s last year, actually, the improvement in terms of their weight on revenues starting in Q3. So what we see today, as I mentioned in my remarks, is due to the fact that we have a mix that is favorable to personalization. And actually, the level of 22% is a way to, revenues for car in part, reflect that. However, when you look to mix and pricing, the EBIT variance, you need to take into account that the old volume impact is also in that variance. And these more than offset the positive coming from the, say, essentially the number of Monza that we sold in the quarter. I hope this clarifies.

Understood. That’s very helpful. And then second question, just on Formula 1. I believe your Chairman in an interview with Gazzetta dello Sport. And apologies for my pronunciation. But I believe he gave an interview where he suggested it would be difficult for Ferrari to return to winning ways before 2022. I was just wondering if you could help give us some indication on the P&L impact for this year and next year relative to 2019 from Formula 1, when you factor in all of the different parts, both in terms of the revenue implications and the costs and the employee bonuses. Is it a headwind in the millions, tens of millions or several tens of millions or higher? Would you be able to provide some insight there? Thank you.

Thank you, George. So listen, the starting point is that there’s no denying that we’re facing a very difficult season with a car that lacks performance on several levels. Our competitors and Mercedes, in particular, are incredibly strong and hats off to them. I can assure you that the team is working day and night to improve the car, and that somehow addresses the cost impact. Although, we have to recognize that many elements have been frozen by the regulators, and the regulations that were put in place, given the economic uncertainty resulting from the COVID pandemic, I believe we have a very strong talent pool, which we will continue to strengthen. And I have every confidence in Mattia and his team going forward. As John Elkann said, it will take time, but the focus and determination to meet our ambitions remains intact. To your question, Formula 1 is – this year will be, in terms of the P&L, the biggest hit we face because of the reduction in the revenues we receive from the commercial right holder as well as reductions in sponsorships given the reduction in races. So it’s clearly in the high tens of millions in terms of the hit. We’ll see in terms of next year. It should be better because hopefully, by next year, we’ll be back to a full race schedule, and we will get the necessary revenues in terms of sponsorship and from the commercial rights. So it’s a bit difficult to compare 2020 to 2021. But definitely in 2020, it is a very sizable hit as we had anticipated in early May. Does that address your question?

That’s very helpful. Thank you very much.

Thank you, George.

Thank you. The next question comes from the line of Michael Binetti from Credit Suisse. Please ask your question.

Hey guys, good afternoon. Thanks for taking our question. Congrats on making that through a very tough quarter there.

Hi, Michael.

Hi. Let me ask – let me follow-up on one of the earlier questions and maybe in a little bit of a different way. Unlike a lot of the companies that we watch, you’re maintaining a very high level of CapEx investment, which I think is a fairly important differentiator for you. As you look at the next few years, the investment plan that underlies, the 2022 plan, that you laid out at the Capital Markets Day. What’s your confidence that you can continue to make all those investments close to the schedule that you had thought versus areas that might be on a different schedule now? And I guess, like a sub-question would be, one of the big initiatives was to get the entirety of the fleet up to 60% hybrid, but a lot of that is some of the very newest technology and part of the line has proven more complex. This year with SF90 being pushed out. Now you have two more launches coming this year. I’d have to guess the fleet needs to start moving towards more hybrid. Maybe you could just help us reconcile some of the investments behind those things?

Well, the first point is that, as Antonio said, we’re retaining flexibility and adaptability. Back in early May, we said that some models and some investments were delayed by about three months and others possibly by nine months. Again, depending on the cadence of our deliveries and how things were working out in the market. So we want to continue to invest. You have mentioned what is necessary going forward. The SF90 is really our first range hybrid, and we’re taking learnings from that. It’s clearly not going to be the only one. In terms of the models that we had said in our Capital Markets Day, we’re still very much on track, some may be rather delayed. But next year, we have some exciting models that will be presented, which should help in terms of the latter half of 2021 and obviously, for 2022. So things are slightly delayed, but the plan remains intact. And we’re very focused on continuing our investments to make sure that we remain competitive and meet our targets.

And I’ll just ask because it was such a focus and an exciting part of the Analyst Day. But is that – does that include the schedule for the Purosangue being the same as it was at that time?

Correct.

Okay. And then I guess just one last one for me, maybe a better question for Antonio. You mentioned keeping an eye on currency trends and I think you referenced the guidance is based on average over the past month. But could you – if the euro versus the key currencies like the dollars stay where they’re at today, is there additional headwinds to the back half that we should think about?

Yes. So as you know, we follow an hedging policy on a 12-month rolling basis. The impact would be mitigated by the hedges in place. But of course, we need to be careful where the exchange rate goes for the future months, even beyond the second half of 2020. We prepared this narrowed guidance based on the average of this late 15 – sorry, this last 30 days, whereby a significant move in the U.S. dollar versus the euro has been witnessed. Obviously, we’ll monitor that carefully because the impact may be significant.

Okay. Thanks a lot, guys. Congrats, again.

Thank you.

Thank you. The next question comes from the line of Adam Jonas from Morgan Stanley. Please ask your question.

Thanks, everybody. Hey Louis, how are you?

Hi Adam, I’m well. Thanks.

Good. Crazy, crazy times. Excellent execution, as noted by earlier participants on the call. I have a question as I’d normally ask about climate change, which I think we agree is, if it’s not the number one driver of your business over the next decade, it’s pretty damn close. Maybe it is the top one. But as you kind of get closer to the industrial strategy, really moving into addressing that while just being so true to the brand and the product and bringing amazing experiences and products to customers. How are you thinking about the talent – the type of talent and people that you have in your organization as you move to things like e-mobility and software and away from some of the traditional hardware? Do you have who you need? And how are you faring and getting the top talent from all going to places like Tesla? That’s my first question. And then I had a follow-up.

Okay. Well, climate change clearly is an area of focus. A lot of the work has been done because you’ve got to start with your carbon footprint. A lot of work has been to determine the actual footprint from cradle to grave, although in terms of Ferrari, there isn’t really a grave. And we’ve done a lot of work, and we’re now focusing on what we can do to reduce that carbon footprint and ultimately to become neutral because I think that would be a huge positive for the company and for our clients. So it is a big focus. In terms of the actual talent pool, in terms of software, we have increased our talent in terms of software dynamics. We work very closely with key partners. And I think we’re in relatively good shape in terms of that. In terms of e-mobility per se, that’s not something that really fits with Ferrari. It will be adapted to teaching people how to drive a Ferrari appropriately. But it is clearly an area of focus. And as the quarters unfold, I think we’ll be in a position to say a lot more about that.

Thanks, Louis. And my – yes, I appreciate the answer. Just the follow-up is – and when I’ve asked you about competencies and electrification and software and connectivity and safety, I think you’d left us with the impression that where – that Ferrari really would like to do a lot themselves as you’ve traditionally done, where you can, where appropriate, keep things in house. Not everything, but main elements that really, really define the experience and the product. So as this unfolds, would – can investors anticipate that maybe Ferrari has an opportunity to buy in some technology that it currently does not have kind of like a capitalized R&D purchase, like acqui-hire or that nature? Or is the approach really do it organically from within? I appreciate that.

It's predominantly organic. And clearly, as we mentioned, we are buying quite a lot of land. So we are going to favor make versus buy. And clearly, various elements and components we hope to be making it internally to keep our competitive advantage. Does that address your question?

Very clear. Thanks, Louie.

Thank you.

Thank you very much.

I would add, sorry, I would add that it's in line with the previous question, which was the investments that we're making longer term.

Thank you very much. Dear speaker, we are taking our next question from Monica Bosio from Intesa Sanpaolo. Please ask the question.

Yes. Good afternoon. I hope you can hear me. Just please, can you explain, again, sorry about this, the decision, why you have decided to recover just units instead of 1,000 units as your order book is strong and there is a way to do something more, maybe not 1,000, but something more than 500. Just color on this. Thank you.

Thank you, Monica. We've looked at hard. Essentially, it's two reasons. Back in May, we thought that it was possible to add one week in August, which would have helped considerably in terms of catching up the volume. However, we decided that given the need to do the very critical maintenance as well as the fact that we need to add some equipment in various departments, but primarily in the paint shop to meet our quality and capacity needs, we decided that we would continue the break in August as it was originally scheduled. I think also that in recognition of the welfare and well-being of our employees, if you think of what they have to do on the production line, wearing masks and all the constraints that they face, they really need a break. So in keeping with that priority, we felt that it was very important to give them that break. Is that clear, Monica?

Okay. It's fair enough. Just a follow-up on 2021, which is well settled to show, in my view, a strong growth. Also in terms of personalization, they were 22% if we exclude the lower personalization from the lower volumes. Do you think it will be reasonable to keep this pace, this level of personalization going ahead? Or maybe it could be more reasonable at 20%, 21%? Thank you very much.

Hi, Monica. Antonio, answering.

Hello.

Our weight of personalization’s on revenue is pretty much depending on the mix of product that we sell. So Q2 was particularly high basically because the value volumes were relatively down – low, and we had a relatively high impact of the Monzas. Going forward, I would not bet on this remaining as high as it has been in Q2 for the good reason that, as I said, it has been particularly impacted has been particularly impacted by the volumes that we had. That on the one hand, reduce the total volumes on the other inflated the percentage rate.

Okay. Thank you very much. Very clear. Thank you.

Thank you, Monica.

Thank you very much. The next question comes from the line of Martino De Ambroggi from Equita. Please ask your question.

Thank you. Good morning. Good afternoon, everybody. The first question is on the EBIT bridge, referring to the price mix. How will it evolve in the second half? And what has changed taking into account SF90 delay? And what's the visibility for next year on price mix based on the order backlog, which is building up with a vibrant demand, as you mentioned?

Hi, Martino, here Antonio. Looking forward, we expect a positive from the SF90 hit in the market. So particularly Q4 and next year.

And this is supported by the order backlog apart from the SF90?

Yes. It is…

I’m sorry, Louis.

Yes. Yes, it's definitely supported by the order book, where I think we said it back in May, the higher-margin products and those that generally have higher personalization levels are the ones with the highest waiting lists. Does that help you?

Yes. Yes. Thank you. And on Formula 1, one more question. Am I right in assuming that your guidance factors in 18 races for the current year?

No. It’s less than that.

And is there an official figure? Or...

So far, the official calendar is 13 races. We will see what Form and FIA does in terms of announcing further races. But today, it's only 13 that takes us through the end of September, early October.

Okay. So this is the assumption underlying your guidance. And…

No, but somewhere in the middle.

Okay. Okay. Thank you. And sponsorship, commercial and brands in the second half could be just slightly higher on what you recorded in the first half?

No, because essentially, we accrue based on the number of races we anticipate for the year. So the hit on our commercial revenues and sponsorship will be there.

Okay. Okay. Thank you.

Thank you, Martino.

Thank you very much. The next question comes from the line of Thomas Besson from Kepler Cheuvreux. Please ask your question.

Hi, Thomas.

Hi, Louis. I have two quick question, please. Can you comment on the two portions of the business we haven't discussed yet, which namely would be spare parts and engines? And just discuss how specifically the spare parts business developed? Whether you've managed to eventually help your customers and whether this is impacting at all the margins on a quarterly basis when it moves? And just remind us the trajectory to lower levels for engines and the impacts it have?

Well in terms of the engines, it's just a reflection of the orders we receive from Maserati. So there was a significant decline, and we'll see what happens in the second half. In terms of spare parts, it of spare parts, it's sort of holding up. In fact, whilst the service centers were open, a number of clients sent in their cars to be serviced. So spare parts is certainly not a hindrance to our P&L, if I can put it that way.

Okay. Very clear. Can I ask maybe a candid question? Looking at competition, it seems that you're gaining share substantially in – even with the numbers you find weak. I mean how much of that trend can you – how long can that last? Do you think we're going to see other luxury cars than Ferraris still in five years' time? Or you're going to have taken the other market?

I don't have a crystal ball. I think we clearly have competitive advantages. I'm encouraged that some of our competitors are focusing on price rather than volume, which clearly is good for us. But we like strong competition, keeps us on our toes.

Okay. I have a last one, if I may squeeze it. You sometimes give us the number of Monza, you managed to ship in the quarter. Can you share that number with us for Q2 versus Q1? And whether you've been able to privilege that vehicle eventually versus others in the quarter?

Yes, you asked me the same question in the first quarter. So first quarter was around 40. Second quarter was just less than 30.

Great. Thank you very much.

You are welcome.

Thank you. The last question comes from the line of Stephen Reitman from Societe Generale. Please ask your question.

Yes. Good afternoon. I think probably the most positive things coming out of this call has clearly been the strength of your order book, which was, I guess, the questions we were asked most about since first quarter. Could you comment really on the waiting times? And I think you mentioned before that the SF90 Stradale, a couple of calls ago, you said it had about an 18-month waiting time, given the delay as well. Has – what has been the development there? And also, on the other models as well? Thank you.

I can’t give you a specific number, but it's significantly higher than the 18 months that we had mentioned. So clearly, we need to ramp up production to bring that down because it's reached a level that, in our eyes, is a bit too high.

And you mentioned as well that residual values are now affirming as your retail – as the retail points reopen. Can you give us some kind of idea of the cadence of the movement?

It varies by markets. In most instances, it's quite stable. Again, varies by market, by model, age, et cetera. But apples-to-apples, it's up single digits in many places.

Thank you very much.

Thank you.

Thank you. There are no further questions at this time. And I would like to hand over to Nicoletta Russo for closing remarks. Please go ahead.

Thank you, Nadia. And thank you, everyone, who have joined us today. The IR team will be soon available to answer any follow-up you may have. Thank you, everyone, and we wish you a lovely rest of the day. Bye-bye.

Good bye, everyone. Have a pleasant summer.