Civeo Corporation Price & Performance (CVEO)

This data can be found in the earnings release schedules. I'll now turn the call over to Brad. Thank you, Reagan, and thank you all for joining us today. On our fourth quarter and full year 2024 earnings call. I'll start the call today with the key takeaways, then I'll provide a brief summary of our fourth quarter and full year 2024 then Colin will provide a financial and segment level review, And I'll conclude our prepared comments with our initial 2025 guidance and the underlying regional assumptions. Thereafter, we'll open the call for questions. I'll start with our key takeaways for the quarter and the full year. Starting in Australia, we continue to execute and our experiencing strong occupancy levels in the region.

Revenues in that segment increased 23% compared to the fourth quarter of twenty twenty three.

This was driven by increased activity in our integrated services business from our recently announced $1,400,000,000 contract. We also recently announced an acquisition of four villages in the Australian Bowen Basin This acquisition is expected to be immediately accretive to cash flow and will expand our presence into a new area of that basin.

It also advances our goal to secure steady sources of revenues and earnings as it's backed with two and three year take or pay contracts with new and existing fluid chip customers. [indiscernible] Moving to Canada, we experienced lower build rooms as a result of our customers reduced capital spending in response to their investor pressure as well as increasing economic and political uncertainty which we expect to continue in 2025. [indiscernible] some of the decline in Canada was expected, and correlated with the wind down and LNG related activity, Canadian Lodge build rooms did not recover as wildfires in the third quarter of twenty twenty four due to the aforementioned customer focus on cost reduction. In response to these challenges and expectations for continued lower level of customer spending in the region, We've begun rightsizing our Canadian business to address this new level of uncertainty and taking further strategic actions to expand our geographic and end market reach reduce our dependency on oil sands activity. We will incur one time restructuring costs of approximately $3,000,000 in the first quarter of twenty twenty five as we cold close existing lodges can reduce overhead headcount by approximately 25% we expect to strengthen our results in the medium term.

While we acknowledge and are addressing the near term reality of the unfavorable trough in Canadian oil and LNG related activity, we remain optimistic for the medium to long term outlook for the business. High bidding activity in diversified end markets ramp up of additional Canadian LNG projects a potential positive shift in the federal Canadian federal government policy and carbon capture initiatives, namely the Pathways projects these could be catalysts for growth moving forward. So lastly, for the full year of 2024, we earned we returned approximately $44,000,000 of capital shareholders through our quarterly dividends and share repurchases This represented approximately 65% of twenty twenty four's free cash flow. Since the initiation of our share repurchase program in 2021, we have repurchased approximately the equivalent of 20% of our common shares outstanding. Let me take a moment to provide a bit of context on the evolution before I hand it over [indiscernible] Ten years ago, Cevio was a much more acid intensive company focusing on capital deployment on internal manufacturing and installation of new lodges and villages.

At the time of our spend, Sudio had $775,000,000 of debt and our revenue was approximately 70% tied to Canadian oil sands. Most of which was supporting customers' construction activity in building the majority of the oil sands infrastructure that exists today. Since then, we have successfully deleveraged the We first entered in entered the integrated services market in Australia with the Action Industrial Catering acquisition in 2019. And have focused on growth delivering a five year top line organic CAGR of 38% in that business. This asset light business provides catering and facility management services to our clients at both our owned and our customer owned accommodations assets. Our revenue mix today is more weighted to steelmaking commodities in Australia than we have a much lower debt profile.

To better illustrate the evolution of our business and our current asset mix, we have provided a new supplemental disclosure that illustrates the revenues of our asset light business, which includes hospitality services at both our owned assets and our customer owned assets. And our asset intensive business, which is largely includes the accommodations revenue associated with our Lodge and Village assets as well as our Canadian Mobile Camp business. We believe that investors continue to perceive Cideo as a pure play accommodations or asset intensive business. So we provided supplemental disclosure to highlight the key components of our business and show the significant growth we've achieved in integrated services or this asset light part of the business. We are positioning the company for ongoing value creation over the next ten years. In the short run, means continuing diversification of our revenue streams as evidenced by our recent Australian acquisition announcement and redirecting our capital spend to the markets where conditions warrant change.

With that, we'll turn it over to Colin. Thank you, Bradley, and thank you all for joining us this morning. Today, we reported total revenues in the fourth quarter of $151,000,000 with a net loss of $15,100,000 or or $1.1 per diluted share. During the fourth quarter, we generated adjusted EBITDA of $11,400,000 dollars and operating cash flow of $9,500,000 The decrease in adjusted EBITDA in the fourth quarter of twenty twenty four compared to 2023 was primarily due to decreased build rooms at the Canadian Lodges. This lower level of customer spending is expected to continue as producers in the region are keenly focused on reducing operating costs. The decrease in cash flow relative to the year ago quarter was negatively impacted by net proceeds related to the sales in the Helen Lake Lodge, and holdback collections related to the wind down of Canadian Mobile Camp projects the fourth quarter of twenty twenty three. For the full year 2024, we reported revenues of $682,000,000 and a net loss of $17,100,000 or $1.19 per diluted share. In 2024, we generated adjusted EBITDA of $79,900,000 a decrease from our 2023 adjusted EBITDA $106,500,000 The decrease in adjusted EBITDA for the full year as compared to 2023 was largely driven by the Mclellan Lake Lodge sale, which occurred in 2023.

And the expected wind down of LNG related activity in Canada that impacted both some of our owned lodges as well as our mobile camp activity. Which was offset by increased build rooms, in the Australian owned villages an increased Australian integrated services activity. Let's now turn to the fourth quarter results for our two segments. I'll begin with a review of the Australian segment performance compared to its performance a year ago. Fourth quarter revenues from our Australian segment were $110,000,000 of 23 percent $89,300,000 in the fourth quarter of twenty twenty three.

Adjusted EBITDA was $2,222,200,000.0 dollars up 3% from $21,500,000 last year. The increase in revenues and adjusted EBITDA was primarily primarily due to increased integrated services activity, related to our recent contract announcement.

Australian build rooms in the quarter 637,000 rooms. Relatively flat from the fourth quarter of twenty twenty three, Our daily room rate for our Australian owned villages U. S. Dollars was $77 which increased from $74 in the fourth quarter of twenty twenty three due to CPI escalations in the recent contract. Turning to Canada. Recorded revenues of $40,700,000 as compared to $72,700,000 in the fourth quarter of twenty twenty three. [indiscernible] Adjusted EBITDA in Canada was negative $4,700,000 a decrease from 3,500,000.0 in the fourth quarter of twenty twenty three. The year over year revenue and adjusted EBITDA decreases were, again, driven by the wind down of LNG related activity including the completion of pipeline activity before our mobile camps, sale of the McLovin Lake Lodge and lower build rooms as a result of our customers' recent focus on cost and headcount reductions. Build rooms in our Canadian lodges totaled $360,000 which was down from $617,000 in the fourth quarter of twenty twenty four due to the reasons I just mentioned. Our daily room rate for the Canadian segment in U. S. Dollars was $94 which decreased from $95 in of 2024 due to the mix of occupancy among the lodges.

Looking at our capital structure, our net debt on 12/31/2024 was $38100000.05900000.0 dollars increase in 09/30/2024. Our net leverage ratio for the quarter was 0.5 times as of 12/31/2024. As of 12/31/2024, we had total liquidity of approximately $2.00 2,000,000 giving us the strength and flexibility to opportunistically pursue growth opportunities such as our recently announced Australian acquisition while maintaining prudent leverage ratios. Next, I will turn to capital allocation. I'll start with CapEx. On a consolidated basis, capital expenditures for the full year 2024 were down from $31,600,000 during 23. Capital expenditures in both periods CapEx in 2024 included approximately $3,000,000 related to customer funded infrastructure upgrades at our Australian villages, we were reimbursed by Sivios customer That compared to $10,000,000 for the same spend in 2023. In the fourth quarter of twenty twenty four, we repurchased approximately 208,000 shares through our share repurchase program for a total of approximately 5,600,000.0. The full year 2024, we repurchased over 1,100,000.0 shares for approximately $29,600,000 compared to 564,000 shares for $11,600,000 in 2023. In 2024, including quarterly dividends and share repurchases to $44,000,000 representing 65% of our 2024 free cash flow. We will continue to opportunistically repurchase shares moving forward. Regarding the dividend, earlier this month, the company announced its Board of Directors declared a quarterly cash dividend $0.25 per common share payable on 03/17/2025 to shareholders of record as of close of business on 02/24/2025.

With that, I'll turn it over to Bradley to discuss our guidance for the full year 2025. [indiscernible] Thank you, Colin. I would like to now turn to a discussion of our initial 2025 guidance on a consolidated basis, including the underlying [indiscernible] We are initiating full year 2025 revenue and adjusted EBITDA guidance of revenues of $630,000,000 to $660,000,000 and adjusted EBITDA of $80,000,000 to $90,000,000 Our initial full year 2025 capital expenditure guidance is $25,000,000 to $30,000,000 This guidance takes into account the recent reduction in currency exchange rates experienced since late twenty twenty four excludes any contribution from the recently announced Australian acquisition which we expect to close during the second quarter, subject to regulatory approvals and customary conditions. And we will provide updated 2025 guidance upon completion. On last quarter's earnings conference call and October 2024, we provided a preliminary outlook for 2025. Since then, there have been some material shifts in global markets within our business that have impacted our outlook. I would note that that those comments on the conference call were before the U. S. Election before changes in Canadian political landscape the announcement of potential tariffs, and the impact that all of those have had on U. S. Dollar versus Canadian dollar and Australian dollar exchange rates.

So first, the Australian and Canadian currency exchange rates have weakened meaningfully compared to 2024. Driving an EBITDA headwind for our U. S. Denominated results. Based on today's spot rate, the order magnitude of this headwind is approximately $5,000,000 and EBITDA.

Second, the political uncertainty in Canada is driving changes in customer behavior. New capital spending is certainly being delayed or pushed to the right which impacts our mobile camp fleet deployment and our oil sands customers Crest to lower operating costs has accelerated accelerated driving a sustained reduction in our Canadian occupancy. Taken together, the combination of all these factors is driving reduced guidance as compared to the $90,000,000 comment I made last quarter. That said, the team is executing on what we can control. In Canada, we are aggressively looking inward at our cost structure, to right size the business. In Australia, are deploying capital to facilitate continued growth as evidenced by our recently announced Based on these investments, we are confident that we will exit 2025 in a better position than where we are starting in. In 2025, we expect cash tax payments of approximately $90,000,000 in Australia which includes approximately $10,000,000 of payments related to the 2024 tax year.

I'm sorry, we expect cash tax payments of which includes $10,000,000 related to the 2024 tax year. When we incorporate the 2025 Okay.

Cash tax payments of $30,000,000 We anticipate 2025 free cash flow of $30,000,000 to $40,000,000 I'll now provide the regional outlooks corresponding underlying assumptions by region. In Australia, customer activity in our own villages remains incredibly strong. And we expect to continue at similar levels moving forward. We are full at three of our Bowen Basin villages with strong occupancy at the rest of our own village portfolio in Australia. And we expect that to continue throughout 2025. As it relates to our integrated services business, we are continuing to experience increased demand from our recent contract award and expect to build on this in 2025 as we work towards our stated goal of AUD500 million of integrated services revenues, by 2027. Our outlook also assumes in Australia, build room growth as well as expansion of our CIS business. In Canada, as I mentioned earlier, our customers are focused on reducing capital spending and operating costs. Investments in the regions have declined over the last ten years as a result of increased economic and political uncertainty, leading to lower headcount in the Alberta Oil Sands region and therefore negatively affecting our occupancy. In the first quarter of twenty twenty five, we will incur one time restructuring costs of approximately $3,000,000 to help right size our Canadian cost structure.

This includes cold shutting certain lodges, and reducing overhead by approximately 25% in terms of headcount. The strategy in Canada is to weather the storm with as lean a cost structure as possible.

We are looking to reduce our dependency on oil sands activity by by potentially expanding our geographically and the end markets we serve in Canada. As we've stated before, we only pursue opportunities in line with our with our capital allocation framework. Despite these near term headwinds, we remain optimistic about the medium and long term opportunities in North America including, for example, possible ramp up of LNG activity in the next couple of years and the possibility of the pathways carbon capture project. Before we head into the Q and A section of the call, I'd like to close by saying in our Canadian business 2025 will be a year of transition. While we work to mitigate these near term headwinds, we remain optimistic about business and we'll see improvements in the medium to long term based on strategic actions we're taking today. We will continue to grow our Australian Integrated Services business in line with our stated strategy and are pleased with the progress that we've made in the region thus far.

I am confident in our team's ability to execute on our gross strategy as we adhere to our capital allocation framework. With that, I'll open the call to questions.

Our first question is from Steven Gengaro with Stifel. Please proceed with your question. Thanks. Good morning, everybody. Good morning.

I think a couple for me. The first is You disclosed incremental details about the asset light versus the asset intensive businesses. And of the things that jumped out to me was I was kind of under the impression that the asset intensive side was a larger revenue base. So in that breakout, does that include sort of catering and facility management that you're providing owned assets That's correct. And so it includes the integrate services that we provide at customer owned locations and combines that with the hospitality services we perform at our owned locations.

Okay. And then when we think about that that going forward, I imagine that integrated services side is sort of the area of growth.

That's right. Okay.

The two other ones that I had, one is From a seasonal perspective, I know your guidance is still early stage, but is there any reason not to expect kind of a normal seasonal distribution in 2025? Is there anything sort of specific we should be thinking about from that perspective?

I assume, Stephen, you're referring, historically, 60% to 65% of the full year EBITDA is generated in the second and third quarters and that is expected to be the case in 2025 as well. Excluding the impact and the timing of the Australian acquisition.

Okay, great. And then the other question, it has to do with Canada. And we think about what's sort of highly visible in Canada for lack of better word, kind of spot oriented work Is there any way to think about sort of the percentage of the Canadian revenue stream you were using 2024 as kind of a benchmark that like how much of that is sort of highly visible at this point and how much of that is sort of more discretionary?

I'll frame the answer in this way is that historically, we have the in Canada, we have the number of guests we have kind of through daily operations and then second component is turnaround activity. Which is the primary driver of the seasonality we just spoke about. Canadian turnaround activity typically occurs in second and third quarters because of the climate and the increase in productivity when it's not sub freezing temperatures. As a result, historically turnaround activity in terms of our total number of room nights in Canada on a full year basis is about 25 to [indiscernible] of total room nights. That's expected to continue.

Great.

Good. No, that's good. I'll get back in line, but very helpful.

Thanks. Our next question is from Steve Barrazzani with Sidoti. Hi, Morning, Bradley. Colin, appreciate all the detail on the call. Bradley, I wanted to ask about the response to what some might view as short term uncertainty. You seem to now expect and I'm sure this is coming from customer feedback [indiscernible] this reaction is ultimately going to be long term this is going to be a longer term impact, right? The political uncertainty is it is. The wildfires maybe you didn't recover as fast.

I'm curious if this is sort of the needle that broke the camel's back or are you seeing the reaction from customers to be all right, we're cutting in that, right? Do you see where I'm going with this? A 25% workforce reduction is pretty dramatic Civeo some of this some might view this as short term?

No, that's a good point. And a very good question. We are viewing this as a shift in customer behavior and preparing that it will be a long term shift in customer behavior as it relates to occupancy levels in the Canadian oil sands region. And so we're making adjustments to cost structure to reflect that. It was a market dynamic that we really started to feel in the fourth quarter of last year And in close staying close with our customers, we that level, that intent to reduce headcount on-site to continue. And so we're adjusting our cost structure accordingly. Now what can change that picture Well, effectively, our Canadian oil sands rooms are serving operations [indiscernible] If there are any sort of project work or expansionary work, over the medium turn, that would be positive occupancy. Pathways would be positive occupancy. Another LNG project will be positive to occupancy. In Sitka. [indiscernible] [indiscernible] the Canadian government effectively shut down until they resolve the Prime Minister situation. 2025 is kind of a question mark. So we don't see that I think the positive the glass half full perspective is customers aren't reacting to the headlines day to day that are coming out but they're also not really excited about putting additional capital work.

And so I expect Canada will be I think we've painted it appropriately with the term uncertainty. And in Feritus, you could have made cuts earlier, right along the way because coming out of COVID, I mean, you've had excess capacity in the system all along, right?

I would say that we're always conscious of our cost structure material change in the outlook and we responded accordingly.

Okay.

Fair enough. Turning to Australia, which has been obviously fantastic results consistently there. Given the China economic weakness and the pressure it's having on certain metal prices that are important to your customers?

Are you concerned about CapEx in that market? And how it might impact results eighteen months from now, two years from now And how much do the long term agreements protect you? Great question. I would say that what we've seen there is that particularly on the met coal side prices have softened below $200 a ton.

But what is kind of bellying our Our outlook is the current customer conversation. Customers are still looking for rooms. You referred to it in your question, have a strong backlog in terms of take or pay contracts at our Bowen Basin locations and customers are still looking for long term contracts there.

So More succinctly, it hasn't changed the near term pricing hasn't changed customer behavior at this time. As we look longer term at it's too early to tell. But right now, customers are much more in Australia are talking about their expansionary projects, their need for additional rooms, and we're responding accordingly. So the outlook for the owned villages in Australia looks good at this point. That's great. Just a modeling question. I know you're not in including those four villages, but when you announced it, you did put out an annualized number. Any reason to think that number is not still fair? And is your reason for not including it more to do with the timing Being unclear of I mean, I think we there are the conditions to close the transaction are not entirely within our control. So not wanting to put a timeline on that other than to say the current expectation is it closes in the second quarter. So it's not in my opinion, a very delayed closing. But there's no reason for us to change at this point the guidance on what we think on a full year basis, the acquired business, the acquired villages could generate Okay.

Any risk to closing No, not at this point. Okay. Okay. Our next question is from Dave Storms with Stonegate. Good morning. Appreciate taking my questions. I actually wanted to stick with that acquisition About 3.9 times even, it feels like a good deal.

Especially considering the EBITDA margin should be pretty much immediately accretive. Is this indicative of the overall market that you're seeing in the Bowen Basin? Or is this something specific to that region or that seller that drove this price?

I would say that you've highlighted that the things that impacted it. I think we were were a buyer that could pay all cash. The seller wanted I think a fairly easy straightforward transaction to execute. [indiscernible] It is a good price. I would say, are we going to get are all the assets in the market priced at that level? No. Understood. That's very helpful. Thank you. And then with with that property, are there integrated services already on-site? Or is there an opportunity to further add the Civeo Integrated Services?

This would be in addition to the to the integrated services.

So currently, the owner outsources that and we will obviously in source it.

That's great. Thank you. And then one more for me. [indiscernible] disclosure on your report. It looked like year over year in Canada, the asset portion held up fairly well despite the noted drop in the that's driving the resilience there? Year over year, the delta in Canadian revenues was impacted by mobile camp activity, which would be in the asset side of things in 2023 that was not present in 2024.

That'd be the biggest driver Understood. Thank you for taking my questions and good [indiscernible] Thank you, Dave. Thank you.

Our next question is from Josh Jane with Daniel Energy Partners.

Thanks. Good morning. The first question, just when we think about free cash flow, you highlighted 55% of your free cash flow last year was returned to shareholders.

How are you thinking about this going forward, I guess in the context of the acquisition that you just just did? And maybe you could just frame it over the medium to long term, how you guys are thinking about maybe a percentage of free cash flow that ultimately return to shareholders?

Well, I think we've our free cash flow framework is based off of a fundamental dividend and then opportunistic buybacks with our where our leverage has been Historically, we were below our target, which is plus or minus one times levered with the ability to lever up to two. Times levered for the right growth opportunity and none of that has changed. And so that's how we'll continue to approach it. Post acquisition will be roughly one times levered on a pro form a basis, so still able to to deploy capital under the same framework. Okay. And thanks. And maybe just one follow-up on the Canadian business. You talked about the rightsizing that you're doing. This year, but also the medium to long term optimism Could you just talk about how you're thinking about progress, are there other costs that further need to be taken out of the business or just how you're trying to balance which should maybe be a softer uncertain year in 2025 against long term strength in the business?

Well, I think we've rightsized the business for the reality that we see right now. And as I mentioned in our comments, uncertainty in the market, we'll have to see how it develops. We'll consistently look at our cost structure and match that to our outlook.

Okay. Our next question is from Stephen Bandera with Stifel.

Thanks. Most of what I was going to ask was asked on the cash flow side, but just a quick one. The acquisition in Australia can you talk about sort of the types of deals you're looking for and if you think that incremental deals would be more likely in Australia than other markets at this point?

Well, I think we've been fairly consistent in what we're looking for. [indiscernible] if there are opportunities to buy Additive locations that fit into our portfolio again, largely in Australia, just given the macro dynamics, We'll continue to look at that and there are opportunities there. More broadly speaking, there's a bigger opportunity in integrated services in Canada and Australia larger market And so our pivot has been to that.

We continue to expect growth in our Australian Integrated Services business and we're well on our way to our $500,000,000 target In Canada, we need to diversify geographically and by end market. There's considerable activity developing east of our legacy markets of Alberta and British Columbia, that is mining and infrastructure related. That can be asset only, that could be integrated meaning both asset and services or it could be just integrated services. And that sales effort is ongoing and it's too early to tell, but the activity is strong in terms of bidding.

That's helpful.

I think I am also Thanks for the color.

Thanks, Steven. We appreciate it.

Thank you. There are no further questions at this time. Would like to hand the floor back over to management for any closing remarks. Thank you, Paul. Thank you everyone for joining the call today. We appreciate your interest in Sidio Civeo.

And we look forward to speaking with you on the first quarter earnings call expected in April.

This concludes today's conference. [indiscernible]