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Presentation of results for 2002

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Trade Register of Nanterre, registration no. : 403 259 534 code 741 J ... HEMSIPHERE GAUCHE. Communication pole. LES HEMISPHERES. UMANIS SA. CEO : L . Piepszownik ... – PowerPoint PPT presentation

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Title: Presentation of results for 2002


1
Presentation of results for 2002
  • 7/9 rue Paul Vaillant Couturier
  • 92300 Levallois Perret - FRANCE
  • Tel. 00 33 (0)1 40 89 68 00
  • www.umanis.com
  • Mr. Laurent PIEPSZOWNIK
  • Chairman and Chief Executive Officer
  • Mr. J. Boublil (Deloitte et Touche) and Mr. J-P.
    Baut
  • Auditors
  • Trade Register of Nanterre, registration no.
    403 259 534 code 741 J
  • Purpose   provision of IT services such as
    consulting, studies, training, maintenance,
    engineering and sale of computer software. 
  • Companys year from the 1st January to the 31st
    December

2
Contents of the presentation
  • 1- Introduction
  • General aspects
  • Capital distribution
  • Stock Exchange and share evolution
  • 2- Umanis offer
  • Presentation
  • The market
  • Commercial strategy
  • Relationships with partners
  • Human resources
  • Main subsidiaries
  • Future prospects
  • 3- 2001 figures
  • Review of indicators
  • Turnover
  • Results
  • Consolidated accounts
  • Consolidated balance sheet
  • 4- 1st quarter of 2002
  • Sale of Les Hémisphères
  • Turnover
  • 5- Future prospects

3
Umanis in a few figures
  • 23rd French services company, excluding editors
  • (source Pierre Audoin Conseil - May 2001)
  • 3rd strongest growth in 2000
  • (source PAC - May 2001)
  • 10 share of the CRM analytical market in 2000,
    in other words, 2nd biggest French company in the
    sector
  • 560 organic growth since 1997
  • 2001 turnover M 91 ( 40)
  • Average staff number in 2001 1,200 employees

4
Umanis in a few words
  • Umanis provides the companies with a global offer
    to enable them to update their relationships with
    their various environments
  • Customers
  • Suppliers
  • Partners
  • Employees
  • and it integrates this offer into already
    existing systems.

5
Umanis shareholding
Capital distribution
  • Umanis share capital is divided into 15,139,079
    shares valued at 0.11 each ( 1,660,298).
  • Market capitalization exceeds M 50.
  • Umanis has signed a contract with the Euroland
    Finance market-maker (84.203 shares available).

Piepszownik
Public
Managers
Distribution of the voting rights
6
Umanis share
  • Umanis belongs to the Next Economy segment
    (Euroclear 6677 code).
  • The share has been quoted on the New Market since
    December 1998.

Evolution of Umanis share and volumes of
exchanges
4.5
800
Progression of the Umanis share price since
27/9/2002
700
4.0
600
3.5
500
3.0
400
300
2.5
200
2.0
100
39.6
1.5
0
27-Sept-01
26-Oct-01
26-Nov-01
25-Dec-01
29-Jan-02
27-Feb-02
28-Mar-02
30-Apr-02
30-May-02
7
Compared performance 1/2
  • Performances since 27/9/2001 wrt to the following
    indices
  • SBF 250 IT CAC 50

Evolution since 1/ 1/2002
24.1
-23.9
26.1
4.5
4,0
3.5
Umanis
3.0
2.5
IT CAC 50
2.0
SBF 250
1.5
8
Compared performance 2/2
Market Cap (M)
2001 EV/Sales
2002 EV/Sales
Atos Origin
3 799
1.3
2.9
  • Umanis valuation (0.5 X sales) is below the
    average of the competing IT services companies.

CGEY
9 757
1.0
1.0
Steria
516
1.2
0.5
Unilog
779
1.4
1.1
Silicomp
103
1.2
0.9
Sylis
212
1.3
1.2
Average
1.2
1.4
Umanis
47
0.5

9
Financial Communication 1/2
  • Since 2001, Umanis has been applying a
    communication plan which goes beyond the COB
    recommandations
  • Publication of the audited quarterly financial
    statements
  • On-line availability of the financial
    statements
  • Publication of the statements in English
  • Meetings of analysts twice a year.
  • The financial transparency announced and
    implemented by the Umanis group since 12th June,
    2001, fully meets the standards of the Next
    Economy segment. As a consequence, Umanis was
    accepted without any reservation by Euronext, as
    soon as the Next Economy segment was created.
  • COB French securities exchange commission

10
Financial Communication 2/2
  • Financial time-schedule
  • Turnover for the 1st quarter of 2002 18 May 2002
  • COB recording of the ref. document 14 May 2002
  • General Assembly of Shareholders 27 June 2002
  • Turnover of the 1st two quarters of 2002 16
    August 2002
  • Results for the 1st two quarters of 2002 29
    September 2002
  • Meeting of analysts and press conference 30
    September 2002
  • Turnover for the third quarter of 2002 18
    November 2002
  • Yearly turnover for 2002 13 February 2003
  • Earnings statement for 2002 27 March 2003
  • Meeting of analysts and press conference 28
    March 2003

11
Section 2- Umanis offer
  • Presentation
  • The market
  • Commercial strategy
  • Relationships with partners
  • Human resources
  • Main subsidiaries
  • Future prospects

12
Umanis history
  • 1990 - 1998 (before listing on the Stock
    Exchange)
  • Development of the BI activities and database
    architecture
  • Design of data access systems
  • Creation of the workshops
  • Exponential progression of the turnover by
    organic growth
  • 1998 - 2001 (the Groups ambitions are realised)
  • Listing on the Stock Exchange (12/98) at 3.5
    (adjusted price)
  • Development of the European network
  • Capital increase in November 1999 at 11.0
  • Subsidiarisation of Call One call centre (1999)
  • Expertise in communication / marketing consulting
    with the creation of the Hémisphères group
    (February-December 2000)
  • Hosting and Third Party Application Maintenance
    offer completed by the purchase of Ystel (June
    2000)
  • Europstat becomes Umanis (November 2000)
  • Creation of Umanis Consulting (February 2001)

13
Organisational chart of the groups companies
UMANIS SA
CEO L . Piepszownik
Ltd cy quoted on Paris New Market since 1998
UMANIS FRANCE
100
IT Services
100
UMANIS UK
UMANIS GERMANY
UMANIS MOROCCO
UMANIS ITALY
UMANIS BELGIUM
UMANIS SPAIN
UMANIS SWITZERLAND
34
66
CALL ONE
50
50
Contact Centre
UMANIS CONSULTING
100
Consulting
UMS TECHNOLOGY
100
Services
Communication pole
LES HEMISPHERES
100
100
100
VOLTAIRE ASSOCIES
HEMISPHERE DROIT
HEMSIPHERE GAUCHE
100
100
LIBRE ESPACE
HEMSIPHERE WEB
OKARANDA NETWORK
14
Functional organisational chart of the group
M. Laurent Piepszownik
Chairman CEO
Olivier Pouligny
Frédéric Simand
Stéphane Muller
Michel Cohen
Sales Management
Operations Management
Projects Management
Admin. Financial Management
Purchasing
Paris Engineering
Project poles
Financial Communication
Regions
Accounting
Management Control
Paris Consulting
International
HR Management
International
Legal
Payroll
Relationships with partners
General services
Frédéric Simiand
Joel Bettan
Laurent Baychelier
Communication Management
Organisation Quality Management
Umanis Consulting
Call One
Marc Merlini
Marc Merlini
Gilles Sonou
Technical Means Management
C.R.O.
Sales Support Management
IT studies
Marketing
Pre-Sales and Workshops
IT operation
Technology watch
Technical manag. of premises
15
Management bodies 1/2
  • Board of Directors
  • Chairman of the Board and CEO
  • Laurent Piepszownik (30 June 1998)
  • Members of the Board
  • Stéphane Muller (30 June 1998) (Projects
    Director)
  • Olivier Pouligny (30 June 1998) (Sales Director)
  • Eric Remond Tiedrez (30 June 1998)
  • Laurent Lemoigne (30 June 1998)
  • Frank Tapiro (30 June 1998)
  • Ary Ouaknine (30 June 1998)

16
Management bodies 2/2
  • Executive Committee
  • Laurent Piepszownik (Chairman of the Board
    CEO)
  • Stéphane Muller (Projects Director)
  • Olivier Pouligny (Sales Director)
  • Laurent Baychelier (Call One Director)
  • Michel Cohen (Administrative Financial
    Director)
  • Marc Merlini (Sales Support / Technical Means
    Director)
  • Frédéric Simiand (Operations Director)

17
Parties in the Information Technology sector
Hosting /
Technology
Communication
ASP
Data management
Change manage-ment
Consulting companies
Outsourcers
Contact centre processing
Strategy
CRM
Integration
Customer service
Integrators
Software editors
Technical assistance
IT service companies
Project monitoring
Sales
Outsourcing
Analytical CRM
Analysis of
Operational marketing
TAM
Business
Web sites
Intelligence
Umanis partnerships
Umanis poles of competence
18
Umanis global offer
Information Technologies
Non-IT
THINK
RUN
RUN
BUILD
OUTSOURCING
CONSULTING
COMPLETION
PROCESSING
System Integration Technical assistance
TAM FM Help Desk Supervision
Organisation and Management
Marketing Services Contract manage-ment
Integration of CRM applications Integration of
Web solutions Integration of decision-support
ISs Integration into the existing technology
(ERP)
Change management
Technological management
19
2001 turnover distribution according to the offer
  • Umanis Group in 2001 M 91 turnover (of which
    M 63.8 in CRM)
  • 45 organic growth for the core business

7
10
THINK
BUILD
RUN
NON IT
45
M 12.9
M 59.6
M 2.7
M 12.3
83
40
35
30
French IT service cies
25
20
Int. IT service cies
15
9.9
10
Sale licences
2.4
2.8
5
0
Organisational consulting
Fixed-cost missions
Technical
Training
Managed
Contact
Marketing
Communication
Techno. management
assistance
services TAM
centres
Services
20
Customer Relationship Management (CRM) market
  • The CRM market is sub-divided into 2 types of
    activity

Analytical CRM Business Intelligence
Operational CRM
Databases
Marketing
Sale
Customer service
Datamining
Marketing Automation
Marketing campaign management
Sales Force Management
Customer Service Help Desk
Targeting tool
Call centres, contact centres
E-CRM
21
CRM companies in France 1/2
  • The PAC agency (2001 study ) ranks Umanis
  • 2nd among the analytical CRM integrators with a
    10 market share,
  • 2nd among the run integrators (outsourcing),
  • 8th among the industry integrators,
  • 6th for Utilities.
  • Globally speaking, Umanis ranks 9th among the CRM
    actors in France with a 4 market share.

22
Market share for analytical CRM services
Atos
Umanis
14
10
Others
36
Sema
10
Accenture
IBM GS
7
9
CGEY
Unilog
7
7
23
Umanis Main customers
  • Over 10 years of experience and consulting
    missions for the major European companies

Industry
Services
Banking Insurance
Transport
Health
  • Aérospatiale
  • EDF
  • Lafarge
  • Peugeot
  • Total
  • Toyota Europe
  • Volkswagen
  • PMU
  • La Poste
  • Club Med.
  • JC Decaux / Avenir
  • Accor
  • TF1
  • Sony Music
  • Europcar
  • Futuroscope
  • AGF
  • Axa
  • Banque Pop
  • Crédit Lyonnais
  • Crédit Agricole
  • CNP
  • Fortis
  • Soc.Générale
  • SNCF
  • Gefco
  • Danzas
  • RATP
  • Fedex
  • CGEA
  • Air France Industries
  • Brinks
  • Aventis
  • Glaxo-Wellcome
  • Pierre Fabre
  • Servier
  • Novartis
  • SmithKline Beecham
  • Upjohn

Telecom
Public Sector
Distribution
  • Bouygues Télécom
  • Cegetel
  • France Telecom
  • Omnitel
  • Polkomtel
  • 9 Telecom
  • Telefonica
  • Unedic
  • ANPE
  • Ministère de lemploi
  • Ministère de léquipement
  • Auchan
  • Casino
  • El Corte Ingles
  • La Redoute
  • Les 3 Suisses
  • Match

24
Umanis market share by activity
French classification for 2000
Sector
2000 market share
No. 1
Administration
33
No. 3
Transport
12
No. 7
Utilities
5
No. 7
Telecoms
6
No. 8
Industry
4
No. 9
Banking
4
Source PAC 2001
No. 9
Insurance
3
25
Distribution by customer type (2000/2001
evolution)
Umanis is a general-purpose group specialising in
CRM.
  • Umanis shows a homogeneous customer breakdown in
    all the various fields of activity.
  • The Umanis sales force (70 people) is organised
    in 9 Customer Managements.

Public Services
Industry
Banking
Insurance
Telecom
Services
2001 turnover M 91
Health
Transport
2000 turnover M 65
Distribution
26
Commercial organisation (group staffing structure)
Olivier Pouligny - Sales Director
70 sales people
Telco
Distribution
Services
Industry
Public s.
Banking
Transport
Health
Insurance
Unique group Staffing structure (for team
composition based on customer requirements)
Stéphane Muller/Frédéric Simiand
gt 800 consultants
Group leaders
Project leaders
Technical assistance missions
Fixed-cost projects
THINK Strategic consulting
THINK Operational consulting
BUILD Contract completion
RUN Training
RUN Hosting TAM
27
Quality Assurance
  • An audited quality system, certified and managed
    so as to be constantly improved and enable
  • Customer and employee satisfaction to be
    guaranteed
  • Visibility and traceability to be ensured.

28
Analytical CRM and BI partners
29
Operational CRM partners






















































30
Technological Workshops 1/2
  • Permanent, multi-product demonstration and
    prototyping platforms
  • DataWarehouse Shop workshop dedicated to
    decision-support technologies (practical
    decision-support mapping, extraction, data
    processing and consolidation, infocentre,
    decision-support Intranet / dataweb)
  • DataMining Center workshop dedicated to
    datamining technologies (customer knowledge,
    one-to-one marketing, customer targeting
    optimisation)

31
Technological Workshops 2/2
  • Permanent, multi-product demonstration and
    prototyping platforms
  • Customer Care Center workshop dedicated to
    Customer Knowledge and Relationship (targeting
    and segment optimisation, customer value
    managemnt, discovery of customer information,
    customer database)
  • E-Net-Center workshop dedicated to e-business
    and Internet Technologies (site development,
    secure payment, administration, network
    management)

32
Training centre
  • An independent training centre fully dedicated to
    the new economy technologies
  • Umanis Institut
  • Over 200 training themes, over 5,000
    participants
  •  State-of-the-art" sessions on the new concepts
  • Courses on the products of our partner editors
  • Theme courses
  • Consultants / trainers with hands-on experience

33
Human resources
  • The pace of recruitment is now adapted to the
    immediate needs of the company.
  • Recruitments are limited to specialised
    consultants (300 in 2001, among which 66 senior
    consultants).
  • Setting-up of the employee profit-sharing scheme
    based on variable objectives
  • A very limited turnover (8) in engineering

1 600
1395
1 400
196
1 200
138
1047
103
84
1 000
136
800
65
611
600
63
56
958
311
400
762
191
492
200
311
191
0
1997
1998
1999
2000
2001
Productive
Sales people
Administrative
Hemisphères
34
Staff breakdown
  • 79 of the Umanis pole staff is directly
    rechargeable.

Proportion of productive staff in 2001
Recruitment breakdown in 2002
14
6
2
31
49
7
18
73
Engineers
Sales people
Foreign consultants
Consultants
Admin. staff
Young graduates from engineering schools
Business schools
Young graduates from business schools
35
Values shared by the Umanis employees
  • Values are shared by all our staff and serve as
    the basis to convey our belief that information
    technologies are at the service of the companies.

Pride to belong
Generosity
Humility
Fighting spirit
Responsiveness
Team spirit
Respect of others
36
Umanis Consulting
  • Purpose
  • Strengthen the Consulting pole within the
    information technologies activities
  • Goals achieved
  • Setting-up of the structure in March 2001
  • Rapid and sustained growth as of the second
    quarter of 2001
  • M 5 turnover in 2001
  • Group-wide synergies (answers to calls for
    tenders)

80
71
70
60
46
50
37
40
30
30
20
6
10
0
Q1/01
Q2/01
Q3/01
Q4/01
Q1/02
37
Les Hemisphères Group

16.6
18
  • Purpose
  • Integration of the companies purchased in 2000
    (Voltaire, Winch group..)
  • Goals achieved
  • Decrease in the activity of the Web Agency (from
    25 to 5 employees) to adapt to market
    requirements
  • Re-focusing on e-CRM
  • Surrender of the non-profitable contracts
  • Control of the profitability of the new
    activities
  • Setting-up of strong synergies between Umanis
    Consulting and Hémisphère Gauche (marketing
    services)

16
12.1
14
12
12.3
10
9.8
8
6
4
4.3
2
2.9
0
2000
2001
H. Droit
H. Gauche
38
Call One (contact centre)
  • First developed in 1995 and subsidiarised in
    1999, the Call One offer is based on commercial
    prospecting and technical support. The range of
    services provided to 8 European Union countries
    covers business and technical consulting,
    multilingual telemarketing, help desk and
    services desk, hosting of databases, applications
    and teams along with project management. The Call
    One offer is fully dedicated to remote assistance
    and multi-channel customer interaction.

2.1
100
80
1.6
Million
60
1.1
40
0.6
20
0.1
0
2000
2001
Employees
Turnover
39
Future prospects for CRM (2000-2004)
  • The services market represents 75 of the CRM
    market.
  • Despite the relative slow-down in growth, it is
    still a very buoyant market, with an average
    yearly growth rate of around 23 from 2000 to
    2004
  • Umanis held a market share gt 4 in 2000, which
    places the company among the first 10 services
    companies.
  • Source Pac agency 2001

CRM market (exc. editors, and by application)

1 800
M 1.550
1 600
M 1.350
1 400
M 1.150
471
1 200
409
M 918
1 000
351
M 700
427
800
281
370
314
600
220
206
259
181
157
400
204
122
82
441
200
383
328
256
192
0
2000
2001
2002
2003
2004
Analytical CRM (BI)
Op. CRM Marketing
Op. CRM Sale
Op. CRM Customer Sce
40
Future prospects for analytical CRM (2000-2004)
  • Analytical CRM records a level of growth slightly
    better than that of the global market.
  • Analytical CRM should take full advantage of the
    current demand for customer knowledge projects
    via traditional channels or Internet (to create
    real-time interaction with the end-users or
    suppliers).
  • According to the PAC agency study, 2000 was a
    turning point for this type of projects and
    growth should be sustained into 2004.

500
441
450
383
400
327
350
300
256
250
Million Euros
192
200
150
115
100
50
0
1999
2000
2001
2002
2003
2004
Market size
41
Section 3- 2001 figures
  • Review of indicators
  • Turnover
  • Intermediate results
  • Partners
  • Human resources
  • Main subsidiaries
  • Future prospects

42
Invoice rate (among which credited holidays)
  • Setting-up of a centralised structure for
    consultant assignment from February 2001 on
  • ? Strong increase in the invoice rate in 2001
  • Half-year 1 86.5 Half-year 2 89
  • ? The invoice rate remains at a high level in
    2002 87.4 (Q1/2002)

Invoice rate for April 2000/2002
Raw average
of which holidays
100
100
95
80
90
60
92.5
90.2
89.4
85
88.8
88.4
88.2
87.7
87.4
87.5
86.8
87.0
86.9
40
86.7
86.1
87
86.0
80
84.3
74.0
82.7
82.9
82.3
82.0
20
80.2
79.8
75
76.9
70
0
1/4
1/5
1/6
1/7
1/8
1/9
1/1
1/2
1/3
1/4
1/5
1/6
1/7
1/8
1/9
1/1
1/2
1/3
1/4
1/10
1/11
1/12
1/10
1/11
1/12
43
Achievement rate of the margin forecast for
fixed-cost contracts
100
  • All new fixed-cost contracts are profitable.
  • The market share of fixed-cost contracts
    increased from 22 to 24 on a French services
    market at 45.
  • Control of the margin achieved for each contract
    thanks to a centralised commercial process
  • ISO 9001 qualification in 2002
  • Umanis France Umanis Consulting Call One

86
87
86
85
83
79
80
66
62
61
57
60
37
37
40
33
23
20
14
0
-6
-6
-10
-20
-22
-40
-43
-44
-60
-55
July-00
July-01
Oct-01
Apr-01
May-01
Jun-01
Apr-02
Sept-00
Nov-00
Dec-00
Sept-01
Nov-01
Dec-01
Aug-00
Feb-01
Aug-01
Feb-02
Jan-01
Jan-02
Oct-00
Mar-01
Mar-02
44
Evolution of the turnover
140
  • The organic growth of the Umanis goup (23)
    is the strongest in the sector.

120
100
40
M 91
80
86
M 65
60
40
75
M 35
185
M 20
20
M 7
0
1997
1998
1999
2000
2001(e)
2002(p)
45
Evolution of the turnover
  • 1997 ? 2001 560 organic growth,
  • thus allowing a consistent and homogeneous offer
    to be guaranteed throughout Europe.
  • Umanis has always recorded a growth above the
    market level, (13 for IT services - Syntec).
  • The organic growth policy enables future results
    not to be burdened.

100
M 91
90
9.9
40
0.7
80
3
0.87
M 65
6.9
24
70
5.6
0.7
3.5
60
1.5
5.7
45
50
8.7
40
63.8
30
44
20
10
0
2000
2001
Other IT
Other European cies
IT services
ItalyPoland
H. Droit
Sport OFM
H. Gauche
46
Turnover (excluding Hémisphères) vs employees
(excluding Hémisphères)
100
90
80
70
60
50
40
30
20
10
0,7
0
Q1-Q2/98
Q3-Q4/98
Q1-Q2/99
Q3-Q4 /99
Q1-Q2 /00
Q3-Q4 /00
Q1-Q2 /01
Q3-Q4 /01
47
EBITDA (excluding Hémisphères)
100
90
80
70
60
50
40
30
20
10
0.7
0
Q1-Q2/98
Q3-Q4 /98
Q1-Q2 /99
Q3-Q4 /99
Q1-Q2 /00
Q3-Q4 /00
Q1-Q2 /01
Q3-Q4 /01
48
EBIT result
100
90
80
70
60
50
40
30
20
10
0.7
0
Q1-Q2/98
Q3-Q4 /98
Q1-Q2/99
Q3-Q4 /99
Q1-Q2/00
Q3-Q4 /00
Q1-Q2/01
Q3-Q4 /01
49
Consolidatd balance sheet (assets)
31/12/2001

31/12/2000

ASSETS

(In thousand uros)

Net

Net

FIXED ASSETS......
................................
................

15 347

20 538


Intangible assets................ ...
................................
..

2 998

4 615

Goodwill ................ ... ................
... ................ ...

8 492

11 870

Tangible assets ................ ...
................................
.....

2 790

3 218

Financial assets ................ ...
................................
.....

1 066

835

CURRENT ASSETS
................................
.................

25 745

35 956

Stocks and work in progress..................
-
..................

47

51

Trade accounts receivable
................................
....

9 056

18 443

Other debtors and prepayments and accrued income
13 269

15 799

Deferred tax asset
................................
..................

148

149

Marketable securities...............
..............................

10

88

Available funds
................................
............................

3 215

1 426

TOTAL ASSETS

41 093

56 494



50
Consolidatd balance sheet (liabilities)
LIABILITIES



(In thousand
uros)

31/12/2001

31/12/2000

SHAREHOLDERS EQUITY, GROUPS SHARE..

(2 379)

4 461

Capital
................................
................................
....

1 660

1 660

Bonuses
................................
................................
....

24 219

24 318

Consolidated reserves
................................
..............

(21 676)

(3 026)

Foreign currency translation adjustments

(141)

(44)

Profit or loss for the financial year.
...............

(6 442)

(18 447)

MINORITY INTERESTS.
................................
....

(13)

(114)

Provisions for liabilities and charges
..........................

621

1 145

DEBTS
................................
................................
..

42 864

51 002

Loans and financial liabilities
................................
.

1 818

5 428

Trade creditors and other accounts payable

9 832

16 314

Other debts and accruals and deferred income..

31 214

29 260




TOTAL LIABILITIES.
.......................

41 093

56 494


51
Profit and loss account
PROFIT AND LOSS ACCOUNT



(In thousand uros)

31/12/2001

31/12/2000

TURNOVER

91 095

65 042

................................
...........
Other operating items
................................
...

2 273

5 154

Cost of sales..
................................
..................

27 759

26 553

Staff expenses (1)
................................
.........

59 483

51 725

Taxation and duty.
.........................

1 940

3 369

Allowance for depreciation and provisions -



net of write-back.
........................

2 169

5 049

Other operating expenses..
................................
..

148

141

OPERATING INCOME..
...............................

1 869

(16 641)

Financial expenses and income

(783)

(339)

..............................
INCOME FROM CONTINUING OPERATIONS OF
1 086

(16 980)

INTEGRATED CIES, EXC. SALES IN PROGRESS

Extraordinary expenses and income.

2 471

(314)

Quota in sold companies

(5 645)


Taxation on income
................................
................

157

31

INCOME OF THE INTEGRATED COMPANIES

( 2 245)

(17 325)

Allowance for depreciation of goodwill
.............

(4 308)

(1 244)




CONSOLIDATED NET INCOME
(6 555)
(18 569)



Minority interests
(21)
(122)



NET INCOME, GROUPS SHARE
(6 534)
(18 447)




52
Key figures
Simplified profit and loss account
(0.43)

(1.2)

(0.18)

0.09

(0.22)


PROFIT PER SHARE

Simplified balance sheet

53
Important events of 2001
  • Umanis turnover M 91
  • Organic growth of the turnover of 45 in France
    (M 63.7)
  • Positive income from continuing operations 1.1
    million Euros
  •  Spectacular recovery of the EBITDA profitability
    on the core businesses 4.1 in 2001 ( 7.8
    during the second half of the year)
  • Action plan set up from the first quarter of 2001
    on
  • -      8-point improvement of the consultant
    employment rate ( 87.8 in 2001)
  • -       45 increase of the services turnover in
    France at M 63.8
  • -       25 decrease of the cost of sale
  • -       EBITDA profitability re-established at
    7.8 during the 2nd half of 2001.
  • Sale of the SPORT OFM pole
  • Umanis is the first French group for CRM
    exclusively and ranks third for Business
    Intelligence.

54
Organic growth of the service turnover 6.7
  • IT services (92 of the activity) represent a
    turnover of M 17.7, of which M 16.1 in France
    (6.7).
  • The software-hardware (sale-resale) integration
    has been voluntarily limited. The consequence of
    this new policy towards software editors and
    hardware manufacturers was a 13 decrease in the
    turnover (M 1.4).
  • The 44 decrease in the international turnover
    (M 1.4) can be explained by the shutdown of 2
    subsidiaries (Poland and Italy) and the
    rationalisation efforts made in the other
    subsidiaries (England, Belgium, Germany,
    Switzerland and Spain). All the foreign
    subsidiaries are now profitable.

55
Growth of the turnover
Turnover was stable in a slumping market for the
first quarter of 2002. The Umanis group, with the
totality of its activities now concerning CRM and
Business Intelligence services, thus maintained
its position and still ranks among the most
dynamic companies in its field.

56
Strong growth of the EBITDA at 9.20
  • The EBITDA profitability, calculated using the
    EBITDA (at M 1.8) has strongly increased, at
    9.20.
  • The EBIT result amounted to M 1.5 for the Umanis
    group.
  • The EBIT profitability, not including Les
    Hémisphères, thus recorded spectacular growth at
    8. This figure should be compared to the 4.2
    achieved in 2001.

In million Euros

1st Q 2002

1stQ 2001

Reminder 2001

UMANIS TURNOVER

19.010

19.325

77.576


EBITDA

1.748

0.173

4.5
11






9.20

0.89

5.82

EBITDA PROFITABILITY
EBIT

1.518

(0.031)

3.254




8.00

(0.16)

4.19

EBIT PROFITABILITY

57
Sale of the Communication pole
  • Les Hémisphères group is composed of the
    Hémisphère Droit (communication consulting,
    advertising) and Hémisphère Gauche (Marketing
    services) entities. The markets on which Les
    Hémisphères operates were very depressed
    throughout the 2001 financial year, especially in
    the advertising segment.
  • Consequently, the Umanis group has decided to
    sell this activity. This sale will be proposed
    for approval to the general assembly of
    shareholders.
  • The consequences on the Umanis accounts will
    remain limited given the acceleration of the
    depreciation of goodwill decided in 2001.
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