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Reproduction interdite sans autorisation préalable d’Umanis
2016 RESULTSSFAF MEETING, the French Society
of Financial Analysts
MARCH 31 2017
CONFIDENTIAL DOCUMENT
1
Reproduction interdite sans autorisation préalable d’Umanis
CONFERENCE SPEAKERS UMANIS
2
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SUMMARY
1Umanis
In short
2Unique
positionning
4
Key
points
5
Financial
Results
6
Perspectives
3
Business
case
3
7
Appendices
Reproduction interdite sans autorisation préalable d’Umanis
UMANIS : A FRENCH DIGITAL SERVICE COMPANY
4
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A UNIQUE POSITIONNING
DATA FIRST Strong legitimacy (historical expertise), 2/3 of the activity
Highest concentration of experts in France
Offers: Business Intelligence, data governance, big data, machine learning,
artificial intelligence, IoT, data science, etc
DIGITAL TRANSFORMATION Natural development based on this expertise, user experience feeds on data
exploitation and behavior knowledge
Offers: process dematerialization, experience and omnichannal customer
journey omnicanal, digital workplace, lab innovation
BUSINESS SOLUTIONS PLUG & PLAY A catalogue of packaged solutions for SaaS or on-premise businesses
Offers: budget planning, payroll management, CRM, multichannel contact center,
predictive recruitment, risk management
French Data Market
Approx.+12%/year
until 2018
boosted by digital
transformation (Markess)
Big Data, first phase
of investment in terms
of innovation for
83% of managers
(Google)
+25% in 2016(IDC)
Priority projets by
2020 : 70% for Big
data / Smart data,
63% for Internet of
Things(Syntec)
78% have launched
digital
transformation
projects
in 2016
representing 14% of
spendings(IDC)
5
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TURNOVER BY ACTIVITY SECTORS
6
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OUR CLIENTS
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HEADCOUNT AFTER CELLA ACQUISITION CELLA
8
1 980Productive
headcount(excluding sub-
contractors)
19%Staff Turnover
35 yearsAverage age
Reproduction interdite sans autorisation préalable d’UmanisDOCUMENT CONFIDENTIEL
3Business
Case
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VIDEO PLAYER
Reproduction interdite sans autorisation préalable d’UmanisDOCUMENT CONFIDENTIEL
4Key Points
Reproduction interdite sans autorisation préalable d’Umanis
KEY POINTS OF 2016 FINANCIAL YEAR
- Umanis is positioning itself as the French leader in Data, a strong position in a favorable
environment, despite weak GDP growth. Demand is strong, driven by Data projects
- Umanis demonstrates its capacity for organic growth over time and performs better than
its peers: market share, new customers and strong loyalty
- The efforts made on the attractiveness of Umanis are bearing fruit in terms of recruitment
- Data continues to grow: Big Data Datalabs are getting transformed into projects, IoT
practices are developing, data science, machine learning / artificial intelligence, mass
recruitment of experts
- Umanis sells more and more directly to businesses vs CIO
- Commitment capacities in terms of time and volume are attracting more and more
customers seeking to optimize their costs (fixed price and onshore / nearshore service
centers represent 70% of services)
- Umanis demonstrates its ability to achieve external growth in its development. Acquisition
of the Digital Service Company Cella at the end of 2016 in accordance with the CAP 2019
plan12
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CELLA, DIGITAL SERVICE COMPANY ACQUIRED END OF 2016
239 consultants in Île-de-France
32,7 M€ Turnover
Profitable company
Positionning on the same sectors of
expertise: Business intelligence & digital
transformation
Additional client portfolio
Acquisition at the right price
Fast integration
13
Reproduction interdite sans autorisation préalable d’UmanisDOCUMENT CONFIDENTIEL RÉUNION SFAF 31 MARS 2016
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5Financial
Results
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CONSOLIDATED KEY FIGURES
15
NET RESULT
11,9 M€
OPERATIONAL RESULT
13,8 M€TURNOVER
153,3 M€
PRODUCTIVE HEADCOUNT
1 980
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TURNOVER
16
Average annual growth rate : 18,8%
2016 Activity rate : 90,0%
In millions of euros
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INCOME STATEMENT SUMMARY
17
Pro forma turnover at 31/12/2016 : 186 M€, +25%
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CONSOLIDATED BALANCE SHEET
DOCUMENT CONFIDENTIEL RÉUNION SFAF 31 MARS 2016
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in K€
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CASH FLOW
1919
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EVOLUTION OF THE DEBT
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The net financial debt at December 31, 2016 represents 43.5% of shareholders' equity
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SHAREHOLDERS & DISTRIBUTION OF DIVIDENDS
.
Given the good performance of the results, the Board of Directors wants shareholders to benefit and thus to modify its policy regarding the distribution of dividends.
Thus, at its meeting on 30 March 2017, the Board of Directors decided to propose the distribution of a dividend of € 0.60 per share, for the first time since the creation of Umanis.
21
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6Perspectives
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23
2010-2012BOOSTER
REMINDER OF STRATEGIC PLANS AND RESULTS
2013-2015MILLENNIALS
End of recovery
Refocusing on core business : abandoning offers that have not reached a critical size or facing stiff competition, such as
ERP (Enterprise Resource Planning)
Prioritizing the development of data expertise
Referencing new publishers including innovative pure-players (Qlik, Tableau, Anaplan, etc.)
Strong investment in consulting activity with high level experts in Data
Strengthening services with volume commitments in onshore service centers (Tours)
OBJECTIVE 80 M € / RESULT 88 M €
Acquisition of Hélice in order to propose an end-to-end industrialized offer (production / operation, DevOps) and to
strengthen expertise on architecture migrations to the cloud, on restructuring and recovery
New agencies to complete the geographical coverage in France
Opening of the service centers in Casablanca (nearshore) and development of new onshore centers (target size Tours
reached vs. employment basins in Lyon, Nantes, Orléans and Pantin)
Launch of new offers in Data including big data, IoT, data vizualisation and strengthening of positions in traditional
Business Intelligence
Development of the digital solutions catalogue (omnichanel user path, digital workplace, dematerialization) and SaaS
packaged business solutions (CRM, finance, HR)
OBJECTIVE 150 M€ / RESULT 148,5 M€
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UMANIS PROJECT : MOVING FORWARD TO 2019
24
5% à 7% Organic growth
per year
9%Target
operational
margin
PLAN: MOVING FORWARD
TO 2019 TURNOVER at 300M€Balance between organic growth and targeted external growth
Growth rate identical to previous plans
Good visibility and upward trend in customer investments
Sales reorganization, new governance body
Attractiveness and Worklife Quality (universities, employer brand,
premises)
Pool of high level experts
Integration, merger (a single brand)
2.5% decrease in sales / back office (massification effect))
Increase in nearshore weight (CDS Casablanca)
Rise in consulting (+ 0.5% margin)
Increase in average daily rate (leverage for data profile shortage)
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THE VERTUOUS GROWTH CIRCLE
25
Value creation
High level recruitment
Relevance of offers
Rapid integration under a single
brand
Improvement of margins
Acquisitions
based on targeted files
Positioning consistent
with Umanis strategy (Data)
+517 consultants in 2016
90% executives
86% engineers and BAC+5
Target, acquire
Integrate, restructure, organize
Rigorous management
Process and control
Value Creation
Recent acquisitions
2011 : Aura
2013 : Hélice
2016 : Cella
In 2017 :
Exclusive Letter of Intent signed
(17M€ profitable Digital Services
Company)
Files being studied
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FINANCIAL OBJECTIVES 2017
26
2017
Turnover 195 M€
Operational Result 13 M€
Operational Margin 6,7 %
Assumption
5% organic growth
Demand remains strong and customers continue
to invest
The first quarter of 2017 will show good indicators
Good performance expected despite an
unfavorable 2017 calendar with 2 billable days
less
2017 will be a good vintage for Umanis
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ANY QUESTIONS ?
27
Reproduction interdite sans autorisation préalable d’UmanisDOCUMENT CONFIDENTIEL RÉUNION SFAF 31 MARS 2016
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7
Appendices
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HISTORY
•Creation of Europstat by Laurent Piepszownik in statistical analysis and advanced mathematics, then in
Business Intelligence
•Launch of the clinical research activity (CRO)
•Growth in data expertise, launch of web activities and customer relationship management, therafter
development in all information technologies
• Initial Public Offering
•Renaming the company Umanis, creation of Call One (multichanal contact center)
•Creation of the first onshore services center in Tours.
•Refocusing on historical businesses : Business Intelligence (Data), Client Relation and Digital
•Launch of new offers on its core expertise, development of business solutions
•Organic growth rate of approx. 8% per year. Opening of new agencies in France to complete the geographical
network. Opening of the nearshore service center in Casablanca. Acquisition of Hélice in order to propose an
end-to-end industrialized offer (production / exploitation, DevOps) and to strengthen expertise on architecture
migrations towards the cloud, restructuration and recovery
•Reorganization into a single brand: the CRO becomes Umanis Life Science and Call One becomes Umanis
Managed Services. To strengthen its positions, acquisition of the digital service company Cella at the end of the
year
29
1990
1993
1994-1999
1998
2000
2006
2007
2009-2010
2013-2015
2016
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30
"Our challenge is to quickly transform our industrial culture
towards providing services. This includes decentralization,
dematerialization and innovation!
The historical activity of mail and parcel delivery has been
changing, and it has become essential to offer the 3,000
distribution establishments a 360 ° view of their activity in
order to measure their performances in near real time and
bring out new customized services .Taking nothing but
client knowledge into consideration we could no longer
satisfy ourselves with studies and analyzes of sales data,
polls and other surveys on an a posteriori basis. "
Kais Soltane, DATA BSCC Programme Director at La
Poste Group
BIG DATA CLIENT BUSINESS CASE, THE GROUP LA POSTE
Reproduction interdite sans autorisation préalable d’Umanis
BIG DATA CLIENT CASE , LA POSTE
31
CONTEXTTraditional activities have dropped by 6% / year, exponential data volumes, arrival of disrupters (UberRush, DHL, Amazon), la Poste needs transformation
OBJECTIVEBetter exploit and enhance data to meet new business challenges, improve existing processes and
implement new business models.
APPROACHIdentification of challenges: ingestion, modeling, concurrent accesses, visualization, etc.Principles of data architecture and choice: Hadoop, Oracle, Cloudera, DataHub (Hive, Pig, Impala, SQL, Spark, etc.), Dataiku, Kafka
SOLUTION Data lab (POCs) and implementation of new business applications: marketing, fraud, distribution, production and HR
30 identified job opportunities
First successes: fine understanding of behaviors, micro-tagging and up-selling, detection of significant potentialfraud ("my stamp online ") and process security, optimization of distribution (4M € gain on PIC scheduling)
Ongoing: identification and prioritization of absenteeism causes and links to organizational models (HR risks), trafficsafety (SYCI), fraud prevention, re-dispatch and security (client).