Magna Chief Primed for Deals After Founder Stronach Exit

Magna International Inc. (MG), the largest auto supplier in North America, will consider purchases of as much as $4 billion as it distances itself from debt-averse founder Frank Stronach.

Magna, which hasn’t done an acquisition of more than $500 million in a decade, is more willing to take on debt to finance transformative acquisitions than it was when Stronach was still involved with the company, Chief Executive Officer Don Walker said in an interview in Bloomberg’s Toronto offices.

The number of auto suppliers will shrink as car companies push for vendors who can supply fewer global platforms, he said. While Magna would use cash for a small acquisition, it could also take on debt or issue equity if the target was “huge,” Walker said.

“We have complete flexibility,” he said. “We have good discussions at the board.”

The 2008-09 downturn would have been a good time to do deals but the company didn’t want to use its cash and with the shares trading so low, a share-backed purchase would have been dilutive.

“We’re not in that situation anymore,” Walker said.

Aurora, Ontario-based Magna rose to a record C$124.14 in Toronto today and was up 1 percent to C$123.85 at 10:49 a.m. The stock advanced 41 percent this year through yesterday, triple the 13 percent average of 16 global auto parts manufacturers tracked by Bloomberg.

Photographer: Galit Rodan/Bloomberg

Don Walker, Chief Executive Officer of Magna International Inc., speaks during an interview in Toronto on Aug. 18, 2014. Close

Don Walker, Chief Executive Officer of Magna International Inc., speaks during an... Read More

Close
Open
Photographer: Galit Rodan/Bloomberg

Don Walker, Chief Executive Officer of Magna International Inc., speaks during an interview in Toronto on Aug. 18, 2014.

Johnson Controls

Stronach, who stepped down as chairman in 2011 as the company switched to a single share-class structure, had shied away from debt in the cyclical auto-parts industry. Stronach declined to comment, spokeswoman Michelle Abbott said in an e-mail.

Magna’s largest acquisition since 1990 was the $603 million privatization of its public subsidiary Concord, Ontario-based Tesma International Inc. in 2004, according to data compiled by Bloomberg.

The combined value of all of Magna’s acquisitions since 1990 where the terms were disclosed is just $3.3 billion, the data shows. What Magna might be interested in acquiring is another question.

The seating business of Milwaukee-based Johnson Controls Inc. (JCI) or a complete takeout of Southfield, Michigan-based Lear Corp. (LEA) would be the mostly likely targets if Magna was looking to bolster its seating business, Colin Langan, a New York-based analyst at UBS AG’s UBS Securities unit said in an interview.

China Growth

Both acquisitions would be worth several billion dollars, Langan said. They would meet Walker’s goals though of bolstering businesses Magna is not yet a market leader in and expanding geographically, he added. “They’re number four in seating and acquiring either one would make them number one,” he said.

Johnson Controls has been putting less emphasis on its automotive business as it moves to a more multi-industrial model, Langan said. Selling the seating business is something they could consider as a result, Langan said.

Lear, with a $7.9 billion market capitalization, would require an entire takeout because they’re not likely to leave themselves as just a wiring company, he added. Both assets would achieve another one of Walker’s goals though by giving Magna a larger foothold in China, Langan said.

“If you look at both Lear and JCI, they both have pretty good positions in China with their joint ventures,” he said. “It would in some ways help them broaden their footprint and give them more on-the-ground experience there.”

Integration Challenges

In the past, Magna has had difficulties integrating some of its larger acquisitions, like Troy, Mich.-based New Venture Gear Inc., which it acquired in 2004 for about $440 million, said David Tyerman, a Toronto-based analyst at Canaccord Genuity. (CF)

The company is very decentralized and relies heavily on plant managers to act as though they’re independent businesses, incentivized by the profits of the plant, Tyerman said. Magna ran into issues integrating New Venture, which was a highly unionized workforce, into its culture, Tyerman said.

“It does have to be the right deal,” he said. “If they went out and simply bought something and it was too expensive, all this hard earned credibility that they’ve gotten from a corporate governance standpoint would be thrown out the window,” he said.

The U.S. auto market, where Magna gets 24 percent of its revenue, is rebounding from the recession and is headed for its best year since 2006, buoyed by consumer confidence, payroll gains, low interest rates and pent-up demand for new vehicles.

Sales Leader

U.S. light-vehicle sales rose 9 percent in July to 1.44 million for an annualized rate, adjusted for seasonal trends, of 16.5 million, according to Autodata Corp. It was the fifth straight month of at least a 16-million pace, the Woodcliff Hills, New Jersey-based researcher said.

Magna has rebounded better than its peers. Sales have grown at a compounded annual growth rate of 8 percent the past five years, compared with an average of 3.4 percent for North American auto suppliers, Bloomberg data show.

Profit has been less stellar. Magna’s earnings before interest, taxes, depreciation and amortization, measured as a percentage of sales, is 8.8 percent, compared with a peer-average of 10 percent, Bloomberg data show.

Magna’s debt as a ratio of earnings before interest, taxes, depreciation and amortization of 0.8 times, reflects its rating of Baa1 with a stable outlook from Moody’s Investors Service, the highest for all North American auto suppliers, said Darren Kirk, senior credit officer at Moody’s in Toronto. That rating incorporates Moody’s expectation Magna’s leverage will rise to as much as 1.5 times by the end of 2015, Kirk said in an e-mail yesterday.

Whether an acquisition is transformational wouldn’t necessarily be determined by its size, but by what it adds, Walker said.

’’If we did something that really made us a world leader in four or five different product categories we’re not today, something in the eyes of the customer that would say, ‘Boy, we really want to give them business now because they’re so good,’’’ that would be transformational, he said.

To contact the reporters on this story: Mark Clothier in Southfield, Michigan at mclothier@bloomberg.net; Scott Deveau in Toronto at sdeveau2@bloomberg.net

To contact the editors responsible for this story: Jamie Butters at jbutters@bloomberg.net Jacqueline Thorpe

Press spacebar to pause and continue. Press esc to stop.

Bloomberg reserves the right to remove comments but is under no obligation to do so, or to explain individual moderation decisions.

Please enable JavaScript to view the comments powered by Disqus.