|Bid||0.00 x 0|
|Ask||0.00 x 0|
|Day's Range||41.36 - 42.10|
|52 Week Range||33.40 - 42.75|
|Beta (5Y Monthly)||0.60|
|PE Ratio (TTM)||26.91|
|Earnings Date||Nov 6, 2019|
|Forward Dividend & Yield||5.50 (13.20%)|
|1y Target Est||42.28|
10 December 2019 – Alstom has signed a contract with the Public Transport Authority of Western Australia (PTA) to manufacture and maintain the next generation of C-series trains for Perth’s growing rail network. Under the contract, worth approximately €800 million (AUD1.3 billion), Alstom will be responsible for the design, supply, manufacturing, testing and commissioning of 41 x 6-car electric (EMU) and 2 x 3-car diesel (DMU) trains, which includes 50% local content, 20 years maintenance of the EMU trains and maintenance support services for the DMU trains. The trains will be manufactured in PTA’s Bellevue assembly facility and delivered over a 7-year period commencing in 2022.
4 December 2019 Disclosure of the total number of voting rights and sharesforming the share capital as at 30 November 2019 Information pursuant to article L..
29 November 2019 – The Alstom and Bombardier consortium has been awarded the contract to design and manufacture the new generation of metros for Île-de-France Mobilités and RATP1. Initially, the new trains will be deployed on three Paris metro lines (3bis, 7bis and 10) and their entry into service will take place between 2024 and 2026.
29 November 2019 – Alstom has signed a contract with the Italian operator FERROVIENORD1 for the supply of a first batch of 31 regional trains to Lombardy Region for a total value of €194 million. This contract is the first within a framework agreement also signed today with FNM2 S.p.A. The trains will be delivered gradually from 2022 onwards. The signing follows the award to Alstom of the tender called by FNM in 2017, subsequent to the approval of the purchase of 176 new trains by Lombardy Region, which allocated €1.6 billion to the global programme.
26 November 2019 – Alstom is to carry out the renewal and automation of Marseille metro for the sum of 430 million euros financed by Métropole Aix-Marseille-Provence. As part of this contract, Alstom will develop, supply and install the operating system and equipment for the automatic operation of the network’s two lines. Alstom will also commission 38 new rubber-tyred metros (4 cars) and modernise all the audiovisual passenger information inside the stations.
(Bloomberg Opinion) -- General Electric Co.’s choice for its next chief financial officer lacks a “wow” factor but checks the right boxes. The industrial giant announced on Monday that it had hired Carolina Dybeck Happe – currently the CFO at Copenhagen-based shipping company A.P. Moller-Maersk A/S – to help CEO Larry Culp carry out a turnaround that’s finally starting to yield some results. Jamie Miller announced her intention to step down as GE’s CFO in July, and the company’s been looking for a replacement ever since. Miller will officially hand over the reins to Dybeck Happe in early 2020.Dybeck Happe previously spent more than 15 years at Stockholm-based lock maker Assa Abloy AB, but she has little name recognition in the U.S. Certainly, this isn’t the kind of blockbuster hire that some investors had been hoping to see. Many had their eye on Daniel Comas, Culp’s previous right-hand man at Danaher Corp. A hire like that would have gotten more reaction out of the stock. Instead, shares of GE traded up about 1% Monday amid a broader rally. Still, amid ongoing investigations by the Department of Justice and the Securities and Exchange Commission into GE’s accounting practices, the value of simply announcing a hire and putting this matter to bed shouldn’t be discounted. And frankly, there is enough of a cult of personality already baked in to the current price. Most investors would tell you the stock could easily be 50% lower if it weren’t for Culp and the reputation for operational excellency he earned in his Danaher years.Culp has managed to so far avoid fresh nasty surprises in the long-term care insurance business and elsewhere at GE Capital, while the troubled power business no longer appears to be in free fall. There’s still a long way to go in this turnaround story, though. Remaining headaches for GE include a competitive market for what little demand remains for gas turbines in a world increasingly turning to renewable energy; the impact from divestitures; a fierce debate about the sustainability of its aviation unit’s free cash flow; and a continuing need to restructure, particularly in Europe where cost-cutting discussions can be notoriously difficult. Culp needs someone to help him execute on further operational changes, of course. He also could use the perspective of another outsider to continue to root out the cultural problems that led the company into this mess. Miller did a stint at insurance company WellPoint Inc., but she’s been with GE since 2008 and was likely too much of an insider to execute the kind of overhaul the company really needs. This includes finally breaking with its tendency to over-engineer its financial statements and prioritize optics over reality.There’s no reason why Dybeck Happe can’t be that person. Shares in Assa Abloy returned more than 150% to investors over the course of Dybeck Happe’s tenure as CFO there amid a spike in earnings, fueled in part by prudent cost control and in part by a steady stream of M&A. She’s only been at Moller-Maersk since January, but also sits on the board of Schneider Electric SE. Dybeck Happe’s European background could prove particularly helpful to GE on the cost-cutting dilemmas tied to its ill-fated acquisition of Alstom SA’s energy arm. And it’s nice to see a female executive replaced by another female executive for a change. Dybeck Happe was the first female CFO in Moller-Maersk’s 115-year history and was appointed there after at least one investor asked for more diversity, so her departure will be felt at the male-heavy company. Moller-Maersk’s loss may just be GE’s gain.To contact the author of this story: Brooke Sutherland at firstname.lastname@example.orgTo contact the editor responsible for this story: Beth Williams at email@example.comThis column does not necessarily reflect the opinion of the editorial board or Bloomberg LP and its owners.Brooke Sutherland is a Bloomberg Opinion columnist covering deals and industrial companies. She previously wrote an M&A column for Bloomberg News.For more articles like this, please visit us at bloomberg.com/opinion©2019 Bloomberg L.P.
22 November 2019 – The Northwest Rapid Transit Consortium (NRT) has reached contractual close for the extension to the existing NRT Public Private Partnership (PPP) contract on Sydney Metro. The contract, which was awarded in 2014, has been extended to deliver a seamless customer experience on the new metro, with NRT to operate and maintain the full metro line from Rouse Hill to Bankstown - in total 66 kilometres of rail and 31 metro stations by 2024. Under the contract, valued at approx. €350 million, Alstom will be responsible for the project management, design, supply, manufacturing, testing and commissioning of 23 six-car fully-automated Metropolis trains and the Urbalis 400 Communication Based Train Control (CBTC) signalling system.
14th November 2019 – Alstom will deliver 19 Coradia Continental electric regional trains to the state of Baden-Württemberg. The contract, signed with DB Regio, is worth approximately €120 million. The trains will be built at Alstom’s site in Salzgitter.
13 November 2019 - Alstom announces the launch of an employee share purchase scheme, WE SHARE ALSTOM. This offering, proposed in 10 countries, aims to associate employees to strategic objectives and development of the group and follows the free share plan "We are Alstom" through which about 21,000 employees of Alstom worldwide became shareholders of the group.
Moody's Investors Service ("Moody's") has completed a periodic review of the ratings of Alstom and other ratings that are associated with the same analytical unit. The review was conducted through a portfolio review in which Moody's reassessed the appropriateness of the ratings in the context of the relevant principal methodology(ies), recent developments, and a comparison of the financial and operating profile to similarly rated peers. This publication does not announce a credit rating action and is not an indication of whether or not a credit rating action is likely in the near future.
The French train maker’s net profit from continued operations for the period from April to September was 213 million euros ($236.5 million), compared with EUR318 million year-earlier.
PRESS RELEASE Availability of the half-year financial report as at 30 September 2019 6 November 2019 – Alstom announces today that the half-year financial.
5 November 2019 Disclosure of the total number of voting rights and sharesforming the share capital as at 31 October 2019.
(Bloomberg Opinion) -- General Electric Co.’s path to recovery is a long one, but the company no longer seems lost in the woods. In releasing its third-quarter results on Wednesday, GE also raised its guidance for 2019 free cash flow and now anticipates its industrial businesses could bring in as much as $2 billion this year. That’s a $4 billion swing from GE’s worst-case scenario in its initial March forecast. There’s a fine line between setting a low bar and sandbagging the numbers, but GE’s rosier outlook is supported by signs of stabilization in its beleaguered power unit and there being less of a drag than anticipated from the transition of a supply-chain financing program to a third party. The aviation business was also able to largely offset the negative impact of the continued grounding of Boeing Co.’s 737 Max. Those were key worry points that ended up not being as worrisome.It wasn’t a perfect quarter and there are some notable footnotes to that guidance increase. Still, a lack of nasty surprises and minimal signs to date of macroeconomic weakness in GE’s aviation and health-care businesses make this a victory for CEO Larry Culp. A flurry of deleveraging activities in the last two months had raised concerns that GE was trying to give itself some good news to talk about if the actual quarterly numbers were disappointments, particularly amid growing concerns that a manufacturing slowdown was deepening. That fear appears unfounded, at least as far as the last three months are concerned for GE’s businesses.Shares of GE rallied as much as 14% on the report, essentially erasing a slide since its last earnings update in July that in part reflected concerns over the impact of slumping interest rates. The decline in rates forced GE to reassess its expectations for the returns it will get on assets supporting the company’s long-term-care insurance business. While this contributed to a $1 billion pre-tax charge in the latest quarter as the company bolstered its GAAP reserves, it’s better than the “ somewhere south” of $1.5 billion adjustment – before other offsets – that Culp had flagged in September. And it’s certainly nowhere in the ballpark of what’s implied in the $29 billion reserve shortfall Bernie Madoff whistle-blower Harry Markopolos claimed existed.Operating profit for the power segment turned negative again after a few quarters of positive numbers. But margins did improve in that business – to negative 3.7% from negative 14.8% a year earlier – which GE says reflects better pricing discipline. The company now expects the cash burn at the power unit to be no worse than the $2.3 billion outflow last year (adjusted for a reorganization of that business), versus an initial prediction of a substantial year-over-year weakening. The health-care division saw a nice lift in profit margins and a 5% jump in sales, even as its imaging business struggled in China and some larger U.S> projects got pushed out. And aviation rebounded from an uncharacteristically weak second quarter. These are all positive data points that speak to Culp’s push for operational improvements.What hasn’t changed is that even at $2 billion, GE’s free cash flow will be very weak this year. The current forecast compares to $4.5 billion last year and $5.6 billion in 2017. While a stronger starting point in 2019 certainly helps, GE will have to overcome a number of challenges to get back to even those depressed levels. Already, GE will lose about $1 billion in free cash flow in 2020 from the sale of its biopharmaceutical business to Danaher Corp., per analysts’ estimates. Despite an improved performance in 2019, there’s no update at this time for GE’s expectation for the power unit to continue burning cash next year. And GE has to keep spending on restructuring. It again lowered its estimate for the cost of these cutbacks this year (which was a boon to its free-cash-flow outlook) in part because of the “timing” of politically fraught conversations in Europe over facilities and employees absorbed as part of its disastrous acquisition of Alstom SA’s power business. Keeping economic headwinds at bay will also be key. Meanwhile, GE will get lower contributions from Baker Hughes as it continues to wind down its stake; a divestiture in September pushed that holding below 50%, forcing the company to take an $8.7 billion pre-tax charge in the quarter.Culp is doing what he needs to do to stop the bleeding at GE. Now the conversation shifts to what kind of company this is going to look like when he’s done and how far this turnaround can go. To contact the author of this story: Brooke Sutherland at firstname.lastname@example.orgTo contact the editor responsible for this story: Beth Williams at email@example.comThis column does not necessarily reflect the opinion of the editorial board or Bloomberg LP and its owners.Brooke Sutherland is a Bloomberg Opinion columnist covering deals and industrial companies. She previously wrote an M&A column for Bloomberg News.For more articles like this, please visit us at bloomberg.com/opinion©2019 Bloomberg L.P.
22 October 2019 – Alstom will supply 39 additional Coradia Polyvalent trains to the Grand Est region for the sum of approximately 360 million euros1. The region had already ordered 40 Coradia Polyvalent trains, of which 36 have already been delivered.
NOT FOR RELEASE, PUBLICATION OR DISTRIBUTION DIRECTLY OR INDIRECTLY TO ANY U.S. PERSON OR ANY PERSON LOCATED IN THE UNITED STATES OF AMERICA OR IN ANY OTHER JURISDICTION WHERE IT IS UNLAWFUL TO RELEASE, PUBLISH OR DISTRIBUTE THIS PRESS RELEASE. Alstom successfully launched a 7-year €700 million senior bond issue. 8 October 2019 – Alstom, global leader in the mobility sector, has today, 8th October 2019, successfully carried out the issuance of senior unsecured Eurobonds for a total of €700 million, at excellent financing conditions.
7 October 2019 – Alstom has signed a contract with Barcelona Metro operator TMB (Transports Metropolitans de Barcelona) to supply 42 Metropolis trains to replace those currently running on lines 1 and 3 of the network. “Alstom is honoured by this sign of confidence from TMB.
2 October 2019 Disclosure of the total number of voting rights and sharesforming the share capital as at 30 September 2019 Information pursuant to article L..
(Bloomberg Opinion) -- Has it only been a year?Tuesday marks the one-year anniversary of General Electric Co.’s ouster of CEO John Flannery in favor of board member Larry Culp, an outsider respected for his operational prowess and dealmaking as the former head of Danaher Corp. It was an abrupt change for a company that usually moves at a glacial pace, but the prospect of a steep quarterly operating loss in GE’s struggling power unit and a $22 billion goodwill writedown on the disastrous acquisition of Alstom SA’s energy assets convinced the board that Flannery wasn’t moving nearly fast enough to save the company. It feels like much more time has passed since that fateful management switch, and that’s partly to Culp’s credit: He’s been much more aggressive and decisive than his predecessor about divesting assets to shore up GE’s financial position, and he has worked systematically to refashion the board and instill a new operating ethos in the industrial businesses. Culp cut GE’s dividend, started unwinding its stake in the Baker Hughes energy business and agreed to sell its biopharma operations to Danaher for $21.4 billion. Thus far, he’s managed to avoid the kind of massive surprise writedowns that marred Flannery’s tenure.Culp’s furious pace of activity has helped stabilize GE, which is no small feat when you think back on the mess he inherited. But the stock is still lower than when he started and has stalled out at about $9 or $10. And at this point, most of the big, obvious buttons for change have been pushed. The company could sell its remaining health-care assets, although the fact that it’s scheduled an investor day focused on the business for December suggests it wants to keep that in the fold for now. A divestiture of its aircraft-lessor arm Gecas has been bandied about but is highly difficult to execute in practice. And GE’s biggest demons – including weak underlying cash-flow capabilities and risky black holes at GE Capital that despite Culp’s best efforts have at best turned a shade of mud-brown – have no quick fix.There’s not much for Culp to do now other than grind it out on cost cuts and operational rigor, and cross his fingers that the industrial weakness that's emerged around the globe won’t get any worse. GE's pension and insurance liabilities are at risk of ballooning from the slump in interest rates. As such, Culp’s second year seems likely to be lighter on big announcements and highly dependent on the whims of the broader marketplace. A stock rally from here depends on investors taking the long view.So far, they’ve been willing to accept any scrap of marginal good news as a sign of changing tides. Culp has somehow even managed to make the prospect of zero free cash flow from the industrial businesses this year feel like a win. But the path to a significant improvement in cash flow in 2020 and 2021 remains highly murky in the best of times, and an outright fantasy in a recession environment. One of the more fascinating aspects of GE’s challenges is that they emerged at a time when other manufacturers were doing well. That’s changing: The Institute for Supply Management's gauge of U.S. manufacturing activity fell deeper into a contraction in the month of September in the weakest reading since 2009. Meanwhile, a slowdown in the Chinese economy risks threatening even GE’s crown-jewel aviation unit.One thing that Culp does have control over is the company’s messaging. The biggest mistake of his tenure so far, in my opinion, has been his failure to do away with the myriad of opaque adjustments that have cluttered GE’s financial statements and presentations. For all Culp’s talk about 2019 being a “reset year,” this is the one thing he hasn’t been willing to reset and it has cost the company some credibility. Culp hasn’t ignored investors’ calls for more transparency: The company hosted a so-called “teach-in” to educate investors on the vagaries of its long-term-care insurance business, for example, and gave cash-flow numbers for its operating units on an annual basis. But the disclosures tend to be piecemeal, and when they do come are presented in a way that flatters the company or relies on overly optimistic assumptions. My Bloomberg Opinion colleague Matt Levine recently flagged a paper that concluded at least some investors are misled by non-GAAP expense exclusions. He finds this theory frustrating for reasons you can read here, but in the case of GE, it’s not hard for me to believe that it’s true.GE is now on the hunt for a new chief financial officer, having announced in July that Jamie Miller would be stepping down from the job. Investors are focused on who the new hire could be and the prevailing thought is that Culp has to get someone with a big name and a respected background. Perhaps. But what he really needs someone who’s willing to reverse GE’s culture of carefully engineered earnings guidance and tell it straight to investors. A candidate concerned about guarding his or her hard-earned reputation might not be willing to do that, but it’s the kind of reckoning GE still needs. To contact the author of this story: Brooke Sutherland at firstname.lastname@example.orgTo contact the editor responsible for this story: Beth Williams at email@example.comThis column does not necessarily reflect the opinion of the editorial board or Bloomberg LP and its owners.Brooke Sutherland is a Bloomberg Opinion columnist covering deals and industrial companies. She previously wrote an M&A column for Bloomberg News.For more articles like this, please visit us at bloomberg.com/opinion©2019 Bloomberg L.P.