EX-99.2 3 a51434071ex99_2.htm EXHIBIT 99.2
Exhibit 99.2
Investor Day 2016 Nuclear Power Overview NYSE: CW

Today’s Agenda 8:30 – 8:50 AM Welcome & Logistics – Jim RyanSenior Director, Investor Relations Strategic Overview – Dave AdamsChairman and Chief Executive Officer 8:50 – 9:10 AM Nuclear Aftermarket – Jim LeachmanSVP and General Manager, Nuclear Division 9:10 – 9:25 AM AP1000 RCP Update – Greg HempflingSVP and General Manager, EMS Division 9:25 – 9:50 AM Question & Answer Session (25 Min) 9:50 – 10:05 AM Break 10:05 – 10:25 AM Financial Update – Glenn TynanVP Finance and Chief Financial Officer 10:25 – 10:35 AM Closing Remarks – Dave AdamsChairman and Chief Executive Officer 10:35 – 11:00 AM Question & Answer Session (25 Min) 11:00 – 11:45 AM AP1000 RCP Plant Tour (Two simultaneous groups)

Safe Harbor Statement Please note that the information provided in this presentation is accurate as of the date of the original presentation. The presentation will remain posted on this website from one to twelve months following the initial presentation, but content will not be updated to reflect new information that may become available after the original presentation posting. The presentation contains forward-looking statements including, among other things, management's estimates of future performance, revenue and earnings, our management's growth objectives and our management's ability to produce consistent operating improvements. These forward-looking statements are based on expectations as of the time the statements were made only, and are subject to a number of risks and uncertainties which could cause us to fail to achieve our then-current financial projections and other expectations. This presentation also includes certain non-GAAP financial measures with reconciliations being made available in today’s press release that is posted to our website and furnished with the SEC. We undertake no duty to update this information. More information about potential factors that could affect our business and financial results is included in our filings with the Securities and Exchange Commission, including our Annual Reports on Form 10-K and Quarterly Reports on Form 10-Q, including, among other sections, under the captions, "Risk Factors" and "Management's Discussion and Analysis of Financial Condition and Results of Operations," which is on file with the SEC and available at the SEC's website at www.sec.gov.

Strategic Overview David C. Adams, Chairman and CEO

Delivering on the Vision Briefed at CW Investor DayDecember 11, 2013 One Curtiss-WrightSet aggressive targets Total team effort across the enterpriseMuch different todayLeanerMore profitableMore focusedPoised to capitalize on opportunityReached $4B market capAdded to S&P MidCap 400 IndexReturned $450M via share repurchases

On Path to Top Quartile Performance Target Metric Original 5-Year Target* Current 2013 Reported *Issued December 11, 2013

How We Got Here MARGIN EXPANSION CASH FLOW GENERATION CAPITAL ALLOCATION Lowering our Cost BasePortfolio Rationalization / ConsolidationsSupply Chain / Lean Leverage / Low Cost EconomiesShared Services – Finance, IT, HR Executing our Balanced Capital Allocation Strategy$450 Million of Shares RepurchasedSteady DividendsAggressive CAPEX Targets – 2% Sales Focus on Reducing Working Capital across CWInventory Reduction ProgramsAggressive AR / AP ManagementRenewed Emphasis on Contract Negotiations

We compete and win by adapting our core competencies and technologies to deliver solutions that leverage our deep technical expertise and address global market trends Aligning our Portfolio with Market Trends CW Technologies End-Market Trends Comm. Aero. Industrial Emissions RegulationsDevice / Platform ConnectivityDecreasing Operator Workload Worldwide Air Traffic GrowthEfficiency RequirementsEmissions and Noise Regulations ActuationExtreme Environment SensorsSurface Treatments Sensors and ControlsPower ElectronicsSevere-Service Applications 25% 18%

Aligning our Portfolio with Market Trends (cont.) Strategically Positioned for Sales Growth Ruggedized, High Performance ElectronicsGround Defense SubsystemsNuclear Navy Propulsion Components Increased Naval Defense Spending GloballyInternational Ground Defense SpendingAirspace Dominance: EW, UAVs CW Technologies Global Construction PlansOperating Plants O&M / Life ExtensionsPlant Operational Efficiencies and Cost Reductions Reactor Coolant PumpsReactor Control SystemsUpgrades / Refurbishments End-Market Trends Defense Power Gen. 20% 37%

Renewed Focus on Acquisitions HIGH IP CONTENT HIGHLY ENGINEERED SEVERE SERVICE STRONG COMPETITIVE POSITION Strategic Fit $100 MILLION IN SALES PREFERRED 10% ROIC Y3; 12% ROIC Y5 ACCRETIVE TO EARNINGS IN LINE WITH CW MARGINS Financial Fit

Well Positioned for Growth Consistently Increasing Shareholder Value SALES VOLUME O.I. EPS FCF Rebounds in Core Markets…. ….will Drive Strong Profitability and Free Cash Flow

Nuclear Aftermarket Jim Leachman, SVP and General Manager, Nuclear Division

Overview Nuclear Aftermarket BusinessWorldwide TrendsMarket DynamicsChallenges and Opportunities

Trends in Worldwide Commercial Nuclear Power Market Aging global reactor baseReduced spend and early plant retirements (U.S.)Supply base consolidation (U.S.)Global new build and life extensionPost-Fukushima responseIndustry regulationEfficiency innovations Insert Picture(s) Operating reactors spend approximately $80M/ year on equipment and services. New reactors cost between $5B to $10B and take approx. 6.5 years to construct. http://www.world-nuclear.org/

Market Dynamics – U.S. Commercial Nuclear Gas Prices Electricity Prices 2008 2016 100 Operating Reactors4 New in 2020 http://www.nrc.gov/ http://www.eia.gov/ http://www.nei.org/ http://www.nei.org/

Track Record of Capitalizing During Market Down-cycle We Are Executing the Same Strategies Today From 1988 thru 1998, the number of operating U.S. reactors declined from 115 to 104Suppliers fled; CW filled the gap with new teaming agreements and obsolescence solutionsPlants invested to prolong life; CW invested in product development and supplied robust new designs Efficiency needed to increase; CW reduced plant costs through innovative supply chain MARKET INFLUENCES

CW’s Diversified Portfolio Mechanical systems OEM teaming partnerships Spent fuel products Outage services Fasteners and precision machined parts Plant performance monitoring $2 - $3B Addressable Utility Spend

What Will Drive Our Growth? Addressing Plant Efficiency and Reliability RequirementsCapitalizing on Supplier ConsolidationLeveraging Global Plant Aging TrendsIncreasing Content on New Build Reactors

Addressing Plant Efficiency and Reliability Requirements U.S. Operating Reactors are Investing in:Innovations to reduce staffNew process/technology development to reduce preventative maintenance spendPlant upgrades to enhance equipment reliability and safetyProcess improvements to streamline operations Renewed Focus on Innovation and Technology

Capitalizing on Supplier Consolidation Provides Opportunity for:License agreements for OEM productsCapturing newly outsourced component manufacturing Teaming agreements to distribute products Market Disruptions Are Creating New Opportunities Companies with N-stamps https://www.asme.org/

Leveraging Global Plant Aging Trends Growing Demand for Component Replacements, Upgrades Age of 447 Reactors in Operation in the World Worldwide Operating Reactors 0 10 20 30 40 Number of Reactors Mean Age: 28.8 years200 are 25 – 35 years old100 are > 35 years old Age of Reactor (years) http://world-nuclear.org/

Increasing Content on New Build Reactors Potential of $10 - $30M (non-RCP content) Per Reactor Doors and airlocks Custom-designed valves Bolting Solutions Spent fuel pool gates Electrohydraulic valve actuators Cable tray assemblies Harsh-environment electrical connectors

Strategically Aligned with Changing Market Landscape “Delivering the Nuclear Promise” relies on adopting new technology and innovationSupply chain consolidation creates opportunity for growthAddressing vibrant worldwide nuclear market Positioned to Capitalize on Growth Opportunities

AP1000 RCP Update Greg Hempfling, SVP and General Manager, EMS Division

Overview Benefits of the AP1000 Reactor Coolant Pump (RCP)Status and key milestones on existing RCP contractsFuture outlook for the nuclear new build marketHow Curtiss-Wright is strategically positioned for growth

Key Benefits of AP1000 (Generation III+) AP1000 design reduces construction time and costStandard design and modular constructionSmaller footprint 45% less safety equipment requiredLonger refueling intervals creates higher efficiency Dramatic safety improvements in “passive” systemRelies on “laws of nature” (gravity, natural circulation and condensation)Minimal operator interventionNo offsite power required to operate safety systems Sanmen 1 AP1000 Site

AP1000 Reactor / Reactor Coolant Pump Relationship Heart of Reactor System Each plant site includes two reactors4 RCPs per reactor8 RCPs per plant siteRCPs pump primary coolant through the reactor coreThe RCP provides a “life of the plant” solutionCanned motor RCPs improve reliability AP1000 Reactor core AP1000 Reactor Coolant Pump The RCP is in the Heart of the AP1000 Reactor System Reactor Coolant Pumps

AP1000 RCP Key Components AP1000 RCP Design Features60-year design life basis with no maintenance 7000 horsepower motor; 1800 RPM machinePumps 78,750 gallons per minute Water lubricated bearings2235 PSIG pressure at 537o FTwo large flywheels weighing 5.9 tons total Fully Assembled RCP

China’s Nuclear Energy Priority – Improved Air Quality China is committed to new nuclear plants to meet clean energy needs The need is real:China’s National Energy Administration says that “China will make nuclear energy the foundation of its power-generation system for the next 10 to 20 years.” Sources:https://en.wikipedia.org/wiki/Pollution_in_Chinahttp://www.industrytap.com/airpocalypse-killing-700000-chinese-a-year-and-millions-more-worldwide/1581

AP1000 RCP Program History 2007: China Contract (16 RCPs) RCP Design 8 RCPs for Sanmen 1&2 Reactors8 RCPs for Haiyang 1&2 Reactors2008: Domestic Contract (16 RCPs) 8 RCPs for Vogtle 3&4 Reactors8 RCPs for VC Summer 2&3 Reactors 2015: China Direct Contract (16 RCPs)4 RCPs for Sanmen 3 Reactor4 RCPs for Haiyang 3 Reactor4 RCPs for LuFeng 1 Reactor 4 RCPs for Xudapu 1 Reactor $1 billion of booked orders TEST Facility and Machining in-place AP1000 RCP Test Facility Large machining capacity supports 24 RCPs per year

RCP Shipments (Initial Contracts) Contract (Site) # of Pumps Shipped Current Status China (Sanmen 1) 4 Q4-15 Installed in plant China (Haiyang 1) 4 Q1-16 Installed in plant Domestic (Vogtle 3) 4 Q2-16 Delivered to site China (Sanmen 2) 4 Q4-16 Delivered to site First Domestic RCP Arrives at Vogtle Site RCP Installed in Sanmen 1 Plant Total DELIVERED To-Date: 16

Remaining RCP Shipments (Initial Contracts) Contract (Site) # of Pumps Estimated Ready for Shipment Dates China (Haiyang 2) 4 Q4-16 Domestic (VC Summer 2) 4 Q1-17 Domestic (Vogtle 4) 4 Q2-17 Domestic (VC Summer 3) 4 Q3-17 Shipment of the AP1000 RCPs Total REMAINING To Ship: 16

Key Milestones to Achieve China AP1000 Startup (Initial Contracts)

Curtiss-Wright Awarded 2nd China AP1000 Contract (2015) Received new China AP1000 order on December 31, 2015Providing 16 RCPs for four reactors (four RCPs per reactor)Production to accelerate 2017 - 2019Shipping in 2019 - 2020 Total production revenue: $448M

Potential AP1000 China Opportunity CW’s share of this market expected to be significant Source: World Nuclear Association http://www.world-nuclear.org/information-library/country-profiles/countries-a-f/china-nuclear-power.aspx 8-10 Year Horizon Long-term Proposed AP1000 Construction 18 Reactors 72 RCPs $2B Potential >110 Reactors >440 RCPs

Other Potential Worldwide AP1000 Opportunities India NON-CHINA AP1000 RCPs PLANNED AND PROPOSED Location Planned Proposed India 24 24 United Kingdom 0 12 Turkey 0 8 Bulgaria 4 0 Other countries (estimated)* 40-80 100-140 Rest of THE WORLD 6 reactors (24 RCPs) designated to be AP1000Westinghouse and India government working to address nuclear liability issues Targeting to sign a contract by June 2017 UK: decision not anticipated before 2018Turkey: plant dates not specified, indicating further outBulgaria: planned but questionable with no dates specified Specific country data derived from http://www.world-nuclear.org/information-library/country-profiles/countries *Other country data derived from http://horizonpush.com/nuclear-reactors-per-country/

Unique AP1000 Technology Positions CW for Success AP1000 is the first NRC licensed Generation III+ design being constructed throughout the worldCW has the only designed, tested, qualified, produced and installed AP1000 RCPCW AP1000 RCP successfully going through initial plant start-up Curtiss-Wright Competitive Advantage is Real and the Market Opportunities are Significant

Q&A

BREAKTentatively Resume ~10:00am ET

Financial Update Glenn E. Tynan, VP Finance and CFO

Agenda AP1000 financial projectionsInitial orders (2007 China / 2008 U.S.)China Direct order (2015)Progress on long-term financial objectivesReview of 2016 financial guidance Preview of 2017 financial outlook

AP1000 Revenue Projection – Initial Orders in 2007/2008 $ in millions $0 Concluding initial China (2007) and U.S. (2008) order All learning curve costs (testing, design changes), were charged to the initial China order (2007)China RCP deliveries to conclude in 2016U.S. RCP deliveries to conclude in 2017

AP1000 Revenue Projection – China Direct Order 2015 $ in millions Total production revenue: $448M (16 reactor coolant pumps @ $28M apiece) Revenue recognition cadence expected to generally resemble bell curveRCP production to accelerate 2017 - 2019Revenue/margin recognition mainly driven by production progressNot by shipping RCP deliveries to begin in 2019 and continue into 2020

AP1000 Margin Projection – China Direct Order 2015 Accounting Treatment Contract Margin(1) Revenue and margin recognition based on percentage of completion (POC) accounting methodInitially anticipate steady margin, unless cost estimates changeIf cost estimates change, a cumulative adjustment to margin is recorded, based upon the current percentage of completion Initial production to begin in 4Q’16Revenue recognition essentially completed by end of 2021 23%+ The margin represented in this slide is based upon certain assumptions, risks and uncertainties. These assumptions, risks and uncertainties may differ from actual performance that could change our anticipated results.

$ in millions AP1000 Free Cash Flow Projection – China Direct Order 2015 Note: Free cash flow is defined as cash flow from operations less capital expenditures Expect to generate ~$70M in FCF

On Path to Top Quartile Performance Target Metric Original 5-Year Target* Current 2013 Reported *Issued December 11, 2013

Driving Significant Margin Improvement Note: Peer group per CW 2016 proxy and estimates per FactSet projections 500 BP Improvement Key Drivers to DateOne Curtiss-WrightCompensation plans aligned with key metricsPortfolio rationalization ConsolidationsOngoingLow cost economiesShared servicesFuture Focus Supply chain managementLean Top Quartile 2016 Top Quartile 2013

Solid Improvement in Return On Invested Capital (ROIC) 7.4% 11.5% 0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0% 14.0% 2013 Reported 2016E ROIC* Note: Peer group per CW 2016 proxy and estimates per FactSet projections *ROIC = NOPAT / two-year average net debt plus equity, and excludes equity from discontinued operations Key Drivers  Strong operational performance Efficient capital management  Strong cash generation  Focus on high return investment opportunities Adopted ROIC as standard etric for:  Capital investments  Acquisitions  Compensation 48 October 6, 2016 Proprietary 2016 Curtiss-Wright

Rigorous Working Capital Management *Working Capital = Accounts receivable plus inventory minus accounts payable, deferred income and deferred development costs. Note: Peer group per CW 2016 proxy and estimates per FactSet projections Key Drivers Company-wide (BU level) drive to reduce working capitalKey element of short-term compensation plan Trained >250 key business leaders on efficient working capital management Top Quartile 2013 & 2016 890 BP Improvement

Stringent Discipline of Capital Expenditures Note: Peer group per CW 2016 proxy and estimates per FactSet projections Top Quartile 2013 Top Quartile 2016 Key Drivers More disciplined approach to management of CapEx Focus on high return projects and/or businessesInvestments reflect combination of growth and efficiency CapEx 200 BP Improvement

Strong Free Cash Flow Generation $300 - 320 Notes: Free cash flow is defined as cash flow from operations less capital expenditures. 2015 adjusted to remove the $145 million contribution to the Company’s corporate defined benefit pension plan. FCF conversion is defined as free cash flow divided by net earnings from continuing operations. >165% Free cash flow ($ in millions) 2013 Target Free cash flow conversion (%) New 2016 Target

Balanced Capital Allocation Return of Capital Operational Investments Acquisitions Committed to steady return of capital to shareholdersAt least $100M share repurchases expected in 2016Nearly $450M in share repurchases since early 2014Steady dividend payoutGrowth through strategic acquisitions

2016E Financial Outlook* (Guidance as of October 6, 2016) ($ in millions, except EPS) FY2015 Pro Forma FY2016E(Current) Change vs. 2015 Sales $2,186 $2,120 - 2,170 (1 - 3%) Operating IncomeCW Margin $291 13.3% $301 - 313 14.2 - 14.4% 4 - 8% +90 - 110 bps Diluted EPS $3.74 $4.00 - 4.15 7 - 11% Free Cash Flow $272 $300 - 320 10 - 18% Notes: 2015 Pro Forma results exclude the one-time China AP1000 fee of $20 million recognized in the fourth quarter of 2015 from sales and operating income. Free cash flow is defined as cash flow from operations less capital expenditures. 2015 adjusted to remove the $145 million contribution to the Company’s corporate defined benefit pension plan.

2016E EPS Guidance Update Expect strong second half 2016 EPS performanceHigher sales driving increased overhead absorptionMajority of AP1000 China direct program revenue occurs in 4QNet savings from H1 restructuring activityBenefit of ongoing margin improvement initiatives3Q’16 EPS guidance range: $0.95 - 1.00Maintaining FY’16 EPS guidance range of $4.00 - 4.15

Preliminary 2017 Outlook Sales in-line with 2016Headwinds continue in near-termIndustrial production slowly improvingDelayed nuclear aftermarket reboundTailwinds in our favorAP1000 Defense – strong positions on key platformsOperating margin expansion to remain top-quartileIncreased investment in R&D for long-term growthFree cash flow generation remains solid Beyond 2017, well positioned for solid organic growth

Curtiss-Wright Remains a Solid Investment Delivering Long-Term Shareholder Value Financial transparencyDelivering top-quartile performance vs. peer groupRigorous working capital managementDriving free cash flow generationCommitted to balanced capital allocation strategy

Closing Remarks David C. Adams, Chairman and CEO

Key Positions on Exciting, Growing Programs Medical mobility platforms Sophisticated control systems connected to the Internet of ThingsMeets needs of aging population $200 Million over 5 years Hybrid AND ELECTRIC commercial vehicles Power electronics – inverters, distribution centersCritical to emissions reduction $150 Million over 5 years

Key Positions on Exciting, Growing Programs New aircraft carriers and submarines F-35 Joint strike fighter Valves, pumps, motors, generators, secondary propulsionStrong single-source positions $1.0+ Billion over 5 years Flap drive system, motors, sensors, solenoids, rugged processors> $380k per average shipset $270 Million over 5 years

Key Positions on Exciting, Growing Programs Commercial aircraft programs (737, A320, etc) Flap transmissions, sensors, solenoids, surface treatmentsStrong production forecast $600 Million over 5 years C4isr electronics Urgency from air superiority rqts., cyber security, unmanned systemsOver 200 new programs in pursuit $800 Million over 5 years

Why Invest in CW? Solid Returns in an Uncertain Market We have critical mass in the right markets We generate strong cash flow and deploy it strategically We are structured for profitability We increase shareholder value Return of Capital Operational Investments Acquisitions CW 59% TSR since ‘13

Q&A

Appendix

Appendix - Use of Non-GAAP Financial Information The Corporation supplements its financial information determined under U.S. generally accepted accounting principles (GAAP) with certain non-GAAP financial information. Curtiss-Wright believes that these non-GAAP measures provide investors with additional insight into the Company’s ongoing business performance. These non-GAAP measures should not be considered in isolation or as a substitute for the related GAAP measures, and other companies may define such measures differently. Curtiss-Wright encourages investors to review its financial statements and publicly-filed reports in their entirety and not to rely on any single financial measure. The following definitions are provided:Organic Revenue and Organic Operating Income The Corporation discloses organic revenue and organic operating income because the Corporation believes it provides investors with insight as to the Company’s ongoing business performance. Organic revenue and organic operating income are defined as revenue and operating income excluding the impact of foreign currency fluctuations and contributions from acquisitions made during the last twelve months. Free Cash Flow and Free Cash Flow ConversionThe Corporation discloses free cash flow because it measures cash flow available for investing and financing activities. Free cash flow represents cash available to repay outstanding debt, invest in the business, acquire businesses, return capital to shareholders and make other strategic investments. Free cash flow is defined as cash flow provided by operating activities less capital expenditures. The Corporation discloses free cash flow conversion because it measures the proportion of net earnings converted into free cash flow and is defined as free cash flow divided by net earnings from continuing operations.