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VKW Business Lunch Presentation by Bruno Segers - RealDolmen: from idea to economic reality
VKW Business Lunch Presentation by Bruno Segers - RealDolmen: from idea to economic reality
VKW Business Lunch Presentation by Bruno Segers - RealDolmen: from idea to economic reality
VKW Business Lunch Presentation by Bruno Segers - RealDolmen: from idea to economic reality
VKW Business Lunch Presentation by Bruno Segers - RealDolmen: from idea to economic reality
VKW Business Lunch Presentation by Bruno Segers - RealDolmen: from idea to economic reality
VKW Business Lunch Presentation by Bruno Segers - RealDolmen: from idea to economic reality
VKW Business Lunch Presentation by Bruno Segers - RealDolmen: from idea to economic reality
VKW Business Lunch Presentation by Bruno Segers - RealDolmen: from idea to economic reality
VKW Business Lunch Presentation by Bruno Segers - RealDolmen: from idea to economic reality
VKW Business Lunch Presentation by Bruno Segers - RealDolmen: from idea to economic reality
VKW Business Lunch Presentation by Bruno Segers - RealDolmen: from idea to economic reality
VKW Business Lunch Presentation by Bruno Segers - RealDolmen: from idea to economic reality
VKW Business Lunch Presentation by Bruno Segers - RealDolmen: from idea to economic reality
VKW Business Lunch Presentation by Bruno Segers - RealDolmen: from idea to economic reality
VKW Business Lunch Presentation by Bruno Segers - RealDolmen: from idea to economic reality
VKW Business Lunch Presentation by Bruno Segers - RealDolmen: from idea to economic reality
VKW Business Lunch Presentation by Bruno Segers - RealDolmen: from idea to economic reality
VKW Business Lunch Presentation by Bruno Segers - RealDolmen: from idea to economic reality
VKW Business Lunch Presentation by Bruno Segers - RealDolmen: from idea to economic reality
VKW Business Lunch Presentation by Bruno Segers - RealDolmen: from idea to economic reality
VKW Business Lunch Presentation by Bruno Segers - RealDolmen: from idea to economic reality
VKW Business Lunch Presentation by Bruno Segers - RealDolmen: from idea to economic reality
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VKW Business Lunch Presentation by Bruno Segers - RealDolmen: from idea to economic reality

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VKW Business Lunch Presentation by Bruno Segers - RealDolmen: from idea to economic reality

VKW Business Lunch Presentation by Bruno Segers - RealDolmen: from idea to economic reality

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  • 1. www.realdolmen.com Van idee tot economische realiteit VKW – juni 2009 Deze presentatie staat online op http://www.slideshare.net/realdolmen JUNE 9, 2009 | SLIDE 1
  • 2. HISTORY 1997 Listing on EuroNext Brussels 2004 – 2007 Sep 2008 Restructuring 2007 - 2008 Announcement Merger 1986 Establishing solid Growth and return to Start of Real Software platform for growth sound operations NV 2007 2001 – 2004 €75 mio convertible bond Distressed situation Acquisition Axias Dec 2007 Investment by Gores Announcement Project 1982 2004 2007 Start of Dolmen NV out of Acquisition JCS Acquisition NEC Philips Colruyt IT department 1999 Listing on EuroNext Brussels JUNE 9, 2009 | SLIDE 2
  • 3. From: Segers Bruno Sent: woensdag 12 december 2007 22:52 To: Abdo Ashley Subject: Diesel Romeo honeymoon hotel Ashley, As discussed. All details about Hotel De Schelde via this link http://www.hoteldeschelde.nl/nl/ As it’s only in Dutch a few additional comments I know this hotel, small, modest and cheap (Jef will like this) It’s not in Belgium (they will not know us) It’s 1 hour drive from Brussels and 1 hour drive from Antwerp They have wireless They have a few meeting rooms We can eat, swim, drink, sauna and go for bowling If we don’t have a solution for big problems we can go for a beachwalk to catch fresh air They still have 10 rooms available this Friday and/or Saturday We can meet and work there We can work and meet full days while our partners (even children) could enjoy the environment (if we decide to do this) Jef and Francois could join us Saturday night for dinner Etc … I took an option for at least 10 rooms this Saturday. Ideally we should bring the new mgt team and the merger taskforce together in this warroom concept. We will save a lot of money and time while we start building the Newco Mgt Team in one go. Think about it. Bruno PS If needed some of us can go there as from Friday night to prepare while we start formally Saturday at 10 AM and end Sunday night at … JUNE 9, 2009 | SLIDE 3
  • 4. Timeline Diesel Project 14-21 December 2007 December 14-19 Complete Business Plan & NewCo Presentation Complete Draft Prospectus Complete Antitrust Filing December 19 3pm Present to Board Diesel – Obtain Support Letter 8pm Present Board Romeo – Approve Prospectus December 20 AM Present Draft Prospectus and Industrial Project to CBFA December 21 AM Public Announcement of Deal by CBFA 9am Work’s Counsel Briefings 10am Press Conference 12pm Analysts 3pm Associates December 25 Enjoy Christmas with Families JUNE 9, 2009 | SLIDE 4
  • 5. KEY MILESTONES – FROM PROJECT TO NV Announcement of the tender offer  December 21, 2007 and subsequent merger CBFA approval and publication of the  February 20, 2008 prospectus  March 5, 2008 Closing of the tender acceptance period Successfull closing of the tender  March 26, 2008 offer with 82,45% Dolmen shares tendered Extraordinary General Assembly of  September 1, 2008 Shareholders to approve the merger JUNE 9, 2009 | SLIDE 5
  • 6. REALDOLMEN HAS A CLEAR VISION AND MISSION  Vision: To be the reference in the local market for integrated solutions supporting the complete ICT- lifecycle.  Reference: be the preferred & trusted choice for customers, partners and employees  Local: proximity to our customers in the Benelux and France  Integrated solutions: complete ICT offering covering the full lifecycle, including infrastructure, applications and communications  Complete ICT-lifecycle: supporting all plan-build-operate activities  Mission: RealDolmen’s mission is to enable its clients to achieve their objectives by optimizing their business processes through innovative, effective and reliable ICT solutions. JUNE 9, 2009 | SLIDE 6
  • 7. REALDOLMEN HAS MORE THAN 10000 MANYEARS OF EXPERIENCE BILLABLE YEARS OF EMPLOYEES PER AGE SERVICE CATEGORY 5033 3271 EDUCATION 81% 19% 80% 20% JUNE 9, 2009 | SLIDE 7
  • 8. REALDOLMEN HAS EXTENDED GEOGRAPHICAL COVERAGE Belgium Luxemburg France JUNE 9, 2009 | SLIDE 8
  • 9. REALDOLMEN HAS A SINGLE-SOURCE OFFERING Business Solutions  Turnkey Solutions  Service Oriented Architecture  Enterprise Resource  Unified Communications Planning  Supply Chain Mgmt  Customer Relationship  CAD/GIS Management  Mobility  Business Intelligence  Enterprise Asset Mgmt  ECM/WCM  Clinical Trial Mgmt Systems  Web Solutions Solutions built with own software or on top of 3rd party platforms. In this area we sell services and products (such as 3rd party software or own IP) under the form of licenses. Professional Services  Development  Networking  Outsourcing  Testing  Managed Services  Support & Helpdesk  Project Management  Security  Training Services  Enterprise Application Integration  Business Process  Service Oriented Architecture Management Encompasses services (both development and infrastructure competences) and products (own IP under the form of courseware, development methodologies, project management methodologies, building blocks, etc). Infrastructure Products  Data Center  IP Communications  Front-end  Voice Over IP  Networking  Security Hardware products and software licenses JUNE 9, 2009 | SLIDE 9
  • 10. A SOLID AND REFERENTIAL CUSTOMER BASE IN BOTH THE MID-MARKET AND LARGE ACCOUNTS Government/Healthcare/Education Logistics and Distribution Industry Services Life Science JUNE 9, 2009 | SLIDE 10
  • 11. REALDOLMEN IS A REFERENCE PARTNER JUNE 9, 2009 | SLIDE 11
  • 12. GOOD REVENUE SPREAD ACROSS SECTORS Services Services Government (Financial) (Other) / Healthcare 7% 19% / Education 33% Industry 29% Telecom Distribution 3% / Logistics / Energy 9% JUNE 9, 2009 | SLIDE 12
  • 13. COMPLEMENTARY SHAREHOLDER OWNERSHIP Cegeka Institutionals (2) 4% 5% Fam. Colruyt (3) 16% The Gores Group (1) 28% Free Float 47% Notes: These figures (dating from 28/4/2009) represent the shareholdings on a non-diluted basis, i.e. without taking into account the possible conversion of warrants, convertible bonds or other financial instruments which may result in the creation of RealDolmen shares. They are based on the shareholder's declarations made in accordance with the applicable transparency legislation, whi ch are also made available on thewebsite. (1) Includes stock held by Gores (Real Holdings LLC) and KBC Financial Products. Further to the issuance of the 2007 Convertible Bond, Real Holdings LLC and KBC Financial Products have entered into a stock loan agreement according to which KBC FP has currently borrowed up to 40 million shares for up to 3 years. According to their most recent declarations, Gores and KBC Financial Products respectively hold 20,46% and 7,51% of the issued share capital. (2) “Institutionals” includes Fortis Investment Management NV, holding 3,00% of the issued share capital, Deutsche Bank AG, holding 2.64% of the issued share capital, and KBC (other than KBC Financial Products, which is already taken into account under (1)), holding 0,20% of the issued share capital. (3) “Colruyt” refers to a number of related parties that made a joint declaration, the details of which are available on the website. JUNE 9, 2009 | SLIDE 13
  • 14. www.realdolmen.com Van idee tot economische realiteit JUNE 9, 2009 | SLIDE 14
  • 15. ONE OF THE TOP INDEPENDENT ICT SUPPLIERS IN BELGIUM Microsoft 34.00% Belgacom 31.00% HP 30.00% IBM 19.00% Cisco 14.00% Oracle 10.00% SAP 10.00% Telenet 7.00% RealDolmen 6.00% Mobistar 6.00% Siemens IT Solutions 5.00% Sun 4.00% Econocom 4.00% Cronos 4.00% Accenture 4.00% Atos Origin 4.00% Siemens Enterprise 4.00% Avaya 3.00% Xerox 3.00% Verizon 3.00% Results are based on a Data News survey amongst 1.100 Belgian companies inquiring about their top 3 most important suppliers. © Data News, May 2009. JUNE 9, 2009 | SLIDE 15
  • 16. €40,5 €34,8 mio TURNOVER FY 2007/08 TO FY 2008/09 mio Business Solutions FY FY 2007/08 2008/09 €251,5 €265,6 mio mio €142,0 €138,4 mio mio Professional FY 2007/08 Services FY 2008/09 FY FY 2007/08 2008/09 Total Group €83,1 €78,3 mio mio Infrastructure Products FY FY 2007/08 2008/09 JUNE 9, 2009 | SLIDE 16
  • 17. 11,8% 10,5% MARGINS 10,1% 8,8% 4,2% 3,4% FY FY FY FY FY FY 2007/08 2008/09 2007/08 2008/09 2007/08 2008/09 -1,6% -2,5% FY FY Infrastructure Professional Business 2007/08 2008/09 Products Services Solutions 5,9% 6,0% Corporate FY FY 2007/08 2008/09 JUNE 9, 2009 | SLIDE 17 Total Group
  • 18. In Q3, the company has taken CASH/DEBT POSITION advantage of the depressed environment in the convertible €74,6 bond market to buy back €73,7 mio mio €31,5mio worth of its € 75mio senior unsecured convertible €14,8 €16,7 mio mio bond note. €54,9 mio €36,6 €57,0 €18,4 €34,6 €59,9 mio mio €33,1 mio mio mio mio €36,5 mio March ‘08 September ‘08 March ‘09 2,0 2,2 1,2 Net debt Ebitda Cash (2) Convertible debt (July 2012) Other debt (1) Shows impact of buy-back convertible in October and December on September close numbers (2) Cash = Cash + Assets held for trading JUNE 9, 2009 | SLIDE 18
  • 19. NET PROFIT BREAKDOWN REBIT Non recurring Financial Result Taxes Net Profit €26,8 +€1,0 mio -€1,3 mio +€8,5 mio -€17,1 mio mio -€8,9 mio €18,8 mio OUTLOOK: OUTLOOK: OUTLOOK: Under pressure, further Will increase because CB buy back will €23,6 mio cost optimization of optimization reduce cost by DTA planned program additional €2,2m €17,9 mio €15,9 €14,9 mio mio OUTLOOK: Further reduce based on planned merger of operational units in BE €3,5 next year mio €9,8 mio CB buy back €1,7 mio €2,7 mio €-1,9 €-3,2 €-5,0 DTA FY FY FY FY mio FY 2007/08 2008/09 mio mio 2008/09 2007/08 2008/09 €-1,0 mio FY €-5,0 mio €-6,3 mio €-4,8 mio Taxes 2007/08 FY Fin. result Fin. result Taxes 2008/09 FY FY 2007/08 2007/08 FY JUNE 9, 2009 | SLIDE 19 2008/09
  • 20. SUCCESFULL MERGER  Divisions now organised & aligned  Cross-selling opportunities are being converted  Synergy benefits anticipated next FY, in-line with expectations  Number of employees reduced by 65 due to hiring freeze and optimizations  No increase in attrition due to merger. Attrition is declining due to economic downturn JUNE 9, 2009 | SLIDE 20
  • 21. GROWTH STRATEGY  Strategy remains unchanged – pursuit of organic growth with small acquisitions where appropriate  Operate a streamlined organization with optimal framework for growth following optimization & integration projects  Current economic environment presents opportunities to continue to build market share through carefully chosen bolt-on acquisitions JUNE 9, 2009 | SLIDE 21
  • 22. SUMMARY & OUTLOOK  Solid first RealDolmen year  Turnover up 5,6%  REBIT +7,0% , with margins up to 6,0% despite incurred integration costs  Strong cash position with €19,3mio operational cash flow  Net debt position reduced by €15,3mio as a result of buy back of convertible bond and strong operational cash flows  Reverse stock split  Integration on track  Integration almost completed and additional cost improvement plans taking effect  Well positioned for the future  Good spread of customers - healthy revenue mix with over 33% in public sector and limited presence in financial sector (<7%)  Strong balance sheet and sound cash position  Market leadership and strong offering JUNE 9, 2009 | SLIDE 22
  • 23. SIMPLE for the for partners GREEN HOME SHOWCASE environment CAMPUSemployees our customers for all ROCK-SOLID PASSION for ICT JUNE 9, 2009 | SLIDE 23

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