2016 results - umanis€¦ · reproduction interdite sans autorisation préalable d’umanis 2016...

Reproduction interdite sans autorisation préalable d’Umanis

2016 RESULTSSFAF MEETING, the French Society

of Financial Analysts

MARCH 31 2017

CONFIDENTIAL DOCUMENT

1


CONFERENCE SPEAKERS UMANIS

2


SUMMARY

1Umanis

In short

2Unique

positionning

4

Key

points

5

Financial

Results

6

Perspectives

3

Business

case

3

7

Appendices


UMANIS : A FRENCH DIGITAL SERVICE COMPANY

4


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


TURNOVER BY ACTIVITY SECTORS

6


OUR CLIENTS

7


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


10

VIDEO PLAYER

Reproduction interdite sans autorisation préalable d’UmanisDOCUMENT CONFIDENTIEL

4Key Points


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


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

14

5Financial

Results


CONSOLIDATED KEY FIGURES

15

NET RESULT

11,9 M€

OPERATIONAL RESULT

13,8 M€TURNOVER

153,3 M€

PRODUCTIVE HEADCOUNT

1 980


TURNOVER

16

Average annual growth rate : 18,8%

2016 Activity rate : 90,0%

In millions of euros


INCOME STATEMENT SUMMARY

17

Pro forma turnover at 31/12/2016 : 186 M€, +25%


CONSOLIDATED BALANCE SHEET

DOCUMENT CONFIDENTIEL RÉUNION SFAF 31 MARS 2016

18

in K€


CASH FLOW

1919


EVOLUTION OF THE DEBT

20

The net financial debt at December 31, 2016 represents 43.5% of shareholders' equity


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


22

6Perspectives


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€


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)


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


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


ANY QUESTIONS ?

27

Reproduction interdite sans autorisation préalable d’UmanisDOCUMENT CONFIDENTIEL RÉUNION SFAF 31 MARS 2016

28

7

Appendices


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


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


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).

2016 results - umanis€¦ · reproduction interdite sans autorisation préalable d’umanis 2016...

Documents