Brian Morrison

Brian Morrison questioned why the 2028 EPS CAGR guidance remained unchanged despite the increase in aggregate synergies to $250 million, suggesting it could imply a higher EPS. He also sought an update on the progress of the HanesBrands Australia (HAA) sale process.

Answer

Luca Barile, EVP and CFO, stated that the three-year guidance (3-5% top-line CAGR, low 20% adjusted EPS) remains consistent, noting that the increased synergies were factored in after the initial guidance. He confirmed the HAA sale process is underway with bankers engaged, but no further updates will be provided until board approval or conclusion, emphasizing that any transaction must be attractive and in Gildan's best interest.

Brian Morrison questioned why the 2028 EPS CAGR guidance remained unchanged despite the increase in aggregate synergies to $250 million. He also sought an update on the progress of the HanesBrands Australia (HAA) divestment process.

Answer

CFO Luca Barile stated that the three-year guidance (3%-5% CAGR on top line, low 20% adjusted EPS growth) was set before the increased synergy number, and the company remains comfortable with it. Regarding HAA, Luca Barile confirmed the sale process is underway and progressing as planned, with updates only provided upon board approval or conclusion.

Brian Morrison inquired about Gildan's available manufacturing capacity within its existing infrastructure, specifically asking about the potential for an additional $200-$250 million in Bangladesh and the company's plans for a second facility there. He also asked about the timeline for expanding the current Bangladesh facility and whether tariffs have influenced logistics or supply chain optimization.

Answer

Glenn Chamandy, President and CEO, stated that detailed capacity plans will be shared in Q1, but current expansion within the existing Bangladesh facility (adding knitting, dyeing, and finishing equipment) is a priority before considering a larger, longer-term second facility. He emphasized optimizing cost structure and reducing capital expenditure, aiming for HanesBrands to achieve similar operating margins as Gildan post-acquisition. Chamandy confirmed that Bangladesh remains very competitive even with tariffs, citing a 25% cost advantage over Central America and ongoing efforts to offset tariff costs through scale and lower manufacturing expenses, which also fund product innovation.

Brian Morrison followed up on Gildan's manufacturing capacity, asking about the available capacity in dollars within existing infrastructure, specifically the potential for an additional $200-$250 million in Bangladesh. He also inquired about the view for a second facility in Bangladesh, given existing pieces. He then asked about the timeline for expanding Bangladesh's first facility and whether tariffs on Bangladesh-made goods altered logistics or supply chain optimization.

Answer

Glenn Chamandy (President and CEO, Gildan Activewear) stated that plans for total integration with HBI will be articulated in Q1, but current Bangladesh expansion (adding knitting, dyeing, finishing equipment within existing walls) doesn't preclude a second facility. He noted that even with tariffs, Bangladesh remains very competitive due to its 25% cost advantage, and scaling up will further offset tariff costs. He emphasized continued optimization, cost reduction, and margin expansion through leveraging large-scale manufacturing.

Brian Morrison of TD Securities inquired about the scale of the capacity increase in Honduras related to near-shoring opportunities and asked about the operational efficiency and tariff implications of the Bangladesh facility.

Answer

President & CEO Glenn Chamandy estimated the Central American expansion would yield about 10% more capacity overall, installed within the year. He stated that the Bangladesh facility is already contributing to operating margin expansion, with half its volume serving international markets and the other half using U.S. cotton to mitigate tariff impacts for North America. He emphasized Gildan's flexibility and pricing actions to manage tariff costs effectively.

Brian Morrison of TD Cowen asked for confirmation on the drivers of national account growth, including competitor weakness and nearshoring trends. He also questioned how Gildan would manage growth if tariffs on products from Bangladesh were to increase, specifically asking about capacity in Honduras.

Answer

President and CEO Glenn Chamandy confirmed that growth is being driven by competitor exits and a potential increase in nearshoring due to prohibitive tariffs on goods from Asia. Regarding Bangladesh, he stated that the facility remains highly cost-effective even with a 10% tariff, thanks to a 25% cost advantage and significant U.S. content value. He also noted that the company is currently operating at about 90% capacity, with available capacity primarily in Central America, and is actively looking to expand there to capture new opportunities.

Brian Morrison asked for details on Gildan's point-of-sale (POS) performance relative to the industry amid competitor challenges. He also pressed on the pricing environment, noting that Q4 gross margin appeared slightly light and questioning its impact on the 2025 margin expansion guidance.

Answer

President, Sales, Marketing and Distribution Chuck Ward confirmed strong, positive POS across all channels in Q4, with double-digit growth in basics and the ring-spun category, indicating market share gains against a flat-to-down market. EVP & CFO Rhodri Harries asserted that pricing was generally stable in Q4 and is expected to remain so in 2025, attributing margin performance to volume growth and cost efficiencies.

Brian Morrison asked about the current capacity utilization at the Bangladesh facility, the impact of recent civil unrest, and progress on Phase 2. He also inquired about the sustainable level for SG&A expenses going forward, inclusive of the new Barbados tax credit.

Answer

CEO Glenn Chamandy confirmed the Bangladesh ramp-up is on track to reach 75% exit capacity by year-end, with startup costs already embedded in current margins. He stated the civil unrest was not material and that Phase 2 development is included in the 3-year CapEx plan. CFO Rhodri Harries addressed SG&A, suggesting a near-term sustainable level in the 9% to 9.5% range of sales, with expectations for future leverage as the company grows.

Brian Morrison asked about the potential impact of a planned rollback in steel and aluminum tariffs on Magna's business. He also inquired if Magna is considering adding non-automotive ventures to its repertoire, referencing a recent turbine contract announcement by Appier.

Answer

CEO Seetarama Swamy Kotagiri explained that most steel is on customer resale, and other commodity risks are typically mitigated through terms and conditions with customers. Regarding non-automotive ventures, Swamy stated Magna would consider opportunities that leverage existing skills and capabilities without distracting from its core strategy or requiring new capital investment, emphasizing efficient capital use.

Brian Morrison asked about the potential impact of a planned rollback in steel and aluminum tariffs on Magna. He also inquired if Magna is considering adding non-auto ventures to its portfolio, referencing a peer's turbine contract for data centers.

Answer

CEO Seetarama Swamy Kotagiri explained that most steel is on customer resale, and other commodity risks are typically mitigated through contractual terms, so a tariff rollback would likely be a flow-through rather than a direct positive impact. He stated that Magna would consider non-auto opportunities if they leverage existing skills and capabilities without distracting from the core strategy or requiring new specific investments, but the current focus is on executing the existing plan.

Brian Morrison asked about the status of Sea-Doo inventory as BRP enters the season and the initial reception of discounting for entry-level ORV products. He also inquired about BRP's target leverage and its intention to be active with the renewed NCIB in the near term.

Answer

CFO Sébastien Martel reported that personal watercraft inventory is down 22% year-over-year, positioning BRP well, though he anticipates similar non-current unit dynamics as snowmobiles impacting market share. President and CEO José Boisjoli noted that consumer trends remain consistent, with new entries at 21% (pre-COVID levels) and premium products selling better than value products across categories. Mr. Martel stated BRP's target leverage for year-end is around 2x net debt to EBITDA (overall target 1-2x), with current debt at $1.7 billion. Given comfortable leverage and strong free cash flow, BRP intends to be active on the NCIB in the next few weeks.

Brian Morrison of TD Cowen inquired about the revenue recovery profile as wholesale aligns with retail, following a significant destocking headwind. He also asked for framing on the margin impact from promotional activity this year and going forward as industry inventory normalizes.

Answer

CFO Sébastien Martel explained that the inventory destocking in the current fiscal year had a $400-$500 million revenue impact, which should become a tailwind next year as wholesale matches retail. He noted that while the promotional environment was tough this year, BRP benefited by about 75-100 basis points versus the prior year. Martel suggested another 50 basis point tailwind from lower promotions next year is a plausible scenario as the market stabilizes.

Brian Morrison requested a detailed breakdown of the Q1 gross margin decline to better understand the H2 outlook. He also asked if ORV sales might soften further as heavy promotions on aged inventory fade.

Answer

CFO Sebastien Martel attributed the Q1 gross margin decline of nearly 500 basis points to unfavorable product mix (-170 bps), higher sales programs (-120 bps), and fixed cost absorption from lower volumes (-190 bps). For the second half, he expects new product introductions and normal discounts on MY25 non-current units to sustain demand and offset the reduction in heavy promotions, leading to significant margin improvement, particularly in Q4.

Brian Morrison requested BRP's current inventory level in terms of 'days of inventory' against its 90-day target. He also asked about the maximum leverage level BRP is comfortable with and for any insights into the used vehicle market.

Answer

CFO Sebastien Martel did not provide a specific 'days' number but highlighted the 13% inventory reduction since year-end as strong progress. On leverage, he stated that while 1.5x-2.0x is the target in normal times, he is 'super comfortable' operating at higher levels like 3.0x-3.5x temporarily due to the company's favorable debt structure. CEO Jose Boisjoli noted the used market is stabilizing but did not provide specific data.

Brian Morrison of TD Cowen asked for the specific assumptions on retail sales volumes and net pricing within the updated guidance and inquired about the timeline for completing the dealer inventory destocking. He also asked for the normalized EBITDA margin assumption in BRP's long-term earnings model.

Answer

CFO Sebastien Martel detailed that the retail outlook is for low-single-digit growth in ORV and a high-single-digit decline in Seasonal Products. He noted destocking will be progressive, with a large part in Q2. He also reaffirmed the company's belief that a 17% normalized EBITDA margin is achievable long-term, pointing to the implied H2 guidance as evidence of progress toward that goal. CEO Jose Boisjoli added that pricing is a science based on competitive features, not an automatic reaction to competitors.

Brian Morrison of TD Securities asked what specific factors will jumpstart margin performance in the Power & Vision segment to reach its 2026 targets, as it appears to need the most acceleration. He also inquired about how the Veoneer acquisition is performing relative to initial expectations.

Answer

CEO Seetarama Swamy Kotagiri identified tariffs as a significant factor weighing on H1 P&V performance, and noted that launch cadence, engineering spend, and operational performance are all on track. Regarding Veoneer, he stated the focus is on the consolidated entity, not Veoneer in isolation, and confirmed that synergy targets have been met or slightly exceeded, with the strategic rationale for the acquisition holding.

Brian Morrison asked about Magna's flexibility and contingency plans to mitigate the potential impact of broad-based tariffs, given that some automakers have discussed moving production.

Answer

CEO Seetarama Kotagiri described the tariff issue as an industry-wide problem, stating that absorbing the potential cost is "unrealistic and untenable" for a supplier. He noted that while Magna's North American footprint provides some flexibility to work with customers, shifting production is not a short-term fix and would be highly disruptive for the entire industry. He confirmed active dialogue is underway with all constituents.

Brian Morrison of TD Cowen asked for a sequential margin walk for 2024, detailing the key factors driving the expected improvement from Q2's 5.3% to the implied 6.0-6.5% margin in the second half of the year.

Answer

CFO Patrick McCann identified the two primary drivers for the second-half margin uplift as commercial recoveries, which are historically weighted to Q4, and lower net engineering spend. He noted that benefits from restructuring would also contribute but would be third in magnitude. These positive factors are expected to more than offset some anticipated weakness in sales volumes.

Brian Morrison of Tulsania Capital questioned if the 2019 profitability forecast was optimistic, asked about the conversion timeline for the subservicing pipeline, inquired about the competitive landscape, and asked if the board was reassessing the PHH 2.0 strategy.

Answer

Michael R. Bogansky, CFO, clarified that the increased $70 million cash earmark reflects a slower ramp-up in business development. Robert B. Crowl, President and CEO, added that the sales cycle is 6-10 months and they face typical competitors. He also stated that while the board continuously monitors performance, they are only a few quarters into the PHH 2.0 strategy and the need to build scale was anticipated.