NRB Group groeide de voorbije vijf jaar uit tot een belangrijke ICT-dienstverlener in België, met een geconsolideerde omzet van 222 miljoen euro (+ 7% tegenover 2013). Een resem overnames speelde daarin een belangrijke rol. CEO Ulrich Penzkofer licht toe welke rol hij daar ziet voor zijn finance en voor zijn hr-team.
FDSeminar F&O Dominiek Beelen cfo senior living groupFDMagazine
Opgestart begin 2005 is Senior Living Group door een intensieve buy-and-buildstrategie in een versnipperde markt uitgegroeid tot één van de marktleiders binnen de commerciële ouderenvoorzieningen. Doorheen de afgelopen 10 jaar is niet alleen het overnameproces, maar ook het integratiemodel verder geëvolueerd tot een geoliede machine. CFO Dominiek Beelen gunt U een inside van hoe Senior Living Group zich doorheen deze jaren heeft ontwikkeld tot een mature en solide onderneming.
Our solution helps you make faster better financial decisions by creating a streamlined, automated process to increase financial efficiency throughout the content creation, acquisition and utilisation process.
FDSeminar F&O Dominiek Beelen cfo senior living groupFDMagazine
Opgestart begin 2005 is Senior Living Group door een intensieve buy-and-buildstrategie in een versnipperde markt uitgegroeid tot één van de marktleiders binnen de commerciële ouderenvoorzieningen. Doorheen de afgelopen 10 jaar is niet alleen het overnameproces, maar ook het integratiemodel verder geëvolueerd tot een geoliede machine. CFO Dominiek Beelen gunt U een inside van hoe Senior Living Group zich doorheen deze jaren heeft ontwikkeld tot een mature en solide onderneming.
Our solution helps you make faster better financial decisions by creating a streamlined, automated process to increase financial efficiency throughout the content creation, acquisition and utilisation process.
This brochure presents Altimis Consulting, a company created in 2002 and dedicated to helping companies to succeed in their business transformation. Our moto is "CHANGE DYNAMICS" as we help to create the dynamics within the organization that will help key projects to overcome numerous roadblocks and take off the ground in no time and with the greatest impact along the way. Business transformation is an "end-to-end" process, starting with an inspiring vision and a clear strategic direction, followed by a professional execution, to end with a deep and solid anchoring of the transformed business model into daily operations and employees activities. At Altimis, we are passionate about accompanying large and medium organization at every step of this transformation process.
This is our August 2018 pitch deck for investors. Array is a property-centric SaaS platform, initially focussing on the Independent Living Retirement Village sector.
Attend this panel discussion to learn what’s coming in e-commerce over the next three years, and why it will be all about connecting to customers. A range of topics will be covered, including how workers and consumers play a hybrid role, why the functions within the sales and pricing teams are changing, how omnichannel approaches can drive success, and what you need to know about logistics and “urgent delivery."
Your customers are implementing a procurement solution. Learn how to change beliefs, shift thinking, and drive conversations and change within your company to shift from operationally focused e-commerce to customer-centric digital commerce and help your company flourish. You'll also gain insights into how to get to the future and create a change organization.
Event Report - SAP SuccessFactors SConnect 2016 - Push on all FrontsHolger Mueller
Read Constellation Research analyst Holger Mueller share his top takeaways from SAP's SuccessFactors SuccessConnect conference held in Las Vegas from August 28th - 30th 2016.
Generali: How We Cut Insurance Quote Preparation by 60%Bizagi
Generali CEE Holding comprises businesses in 14 countries and is among the most important insurance providers in Central and Eastern Europe. In this quick overview, Jan Marek & Martin Stepanek of Generali CEE Holding explain how the leap to electronic, automated systems enabled them to achieve impressive ROI including reduction in quote preparation by 60%. Learn why the principles of data-centricity, reuse and agility were key to a Group-wide initiative that has seen BPM delivered in 4 countries and 5 languages - all with a system that cost just 50% of competitor systems.
Using E-Commerce to Automate Your Collaborative Business TransactionsSAP Ariba
Leading sellers are using B2B e-commerce to automate their business collaborations with customers. E-commerce enables them to reduce costs associated with manual document keying, to drive up customer satisfaction through faster, more accurate response rates to customer purchase orders, and to achieve cleaner, more accurate invoices. Join this panel of leading sellers as they discuss when and how suppliers can leverage the different transactional and integration options available on the Ariba Network.
5 Reasons Why Payables Makes Procurement AwesomeSAP Ariba
Payables can yield great value to procurement and increase strategic importance in the organization. Through supply chain finance, discounting, Pcard, and other payment options, companies can reduce supplier risk and and cost while contributing to strategic working capital initiatives. In this breakout, Aite group analyst Enrico Camerinelli will share why the current environment is ripe for payables optimization and how this yields enormous benefits to procurement and finance leaders.
Invoice Automation: Key Component of Digital Transformation and Tax ComplianceSAP Ariba
When digital transformation spreads to invoice processing, organizations can move from managing transactions to improving business performance and enforcing compliance. Come hear industry leaders discuss how they have transformed invoice processing with support from SAP Ariba solutions as part of a larger source-to-settle/procure-to-pay program. You will learn about results they have achieved with automation and compliance, including support for e-invoice regulations that vary by country.
Software development portfolios are becoming increasingly important for companies across all industries – to implement digital transformations of their products, services and business processes. Digital innovation expert Colin Palombo describes how executives can effectively govern these portfolios, focusing resources on the right priorities and balancing risk with reward. View the recording at https://www.stage-gate.com/blog/digtial_development_pt-1/
Buyer Learning Session: How to Talk to Your Suppliers About the Value of Join...SAP Ariba
This panel discussion will cover how to address and overcome objections that suppliers may have about participating in your strategic e-commerce initiative. Remember, as a buyer, you determine what value your suppliers receive from e-commerce. So join us to learn the value that e-commerce can deliver for your suppliers and what you can do to give them an incentive to participate.
Beyond CIO - Will there still be Architecture Management in 2025LeanIX GmbH
Ralf Schneider from Detecon explored the future of the CIO at EA Connect Days 2018 in Bonn. CIOs have to manage two main challenges: Cost/efficiency vs innovation/agility. His hypothesis is that operational IT skills will be increasingly less important while the skills to orchestrate the eco system.
Building a Lean and Agile I&O – The Engine for your Digital Business
Digitalization is redefining the future of business, challenging I&O leaders to bring fresh new thinking to the IT Infrastructure and Operations space.
Realising Digital’s Full Potential in the Value ChainCognizant
When we spoke with executives across Europe who lead digitising efforts, they described a diverse range of deployments, but digital can, and must, deliver far more than it has so far. In this ebook, we explore how businesses can explore digital's full potential across their value chain.
This brochure presents Altimis Consulting, a company created in 2002 and dedicated to helping companies to succeed in their business transformation. Our moto is "CHANGE DYNAMICS" as we help to create the dynamics within the organization that will help key projects to overcome numerous roadblocks and take off the ground in no time and with the greatest impact along the way. Business transformation is an "end-to-end" process, starting with an inspiring vision and a clear strategic direction, followed by a professional execution, to end with a deep and solid anchoring of the transformed business model into daily operations and employees activities. At Altimis, we are passionate about accompanying large and medium organization at every step of this transformation process.
This is our August 2018 pitch deck for investors. Array is a property-centric SaaS platform, initially focussing on the Independent Living Retirement Village sector.
Attend this panel discussion to learn what’s coming in e-commerce over the next three years, and why it will be all about connecting to customers. A range of topics will be covered, including how workers and consumers play a hybrid role, why the functions within the sales and pricing teams are changing, how omnichannel approaches can drive success, and what you need to know about logistics and “urgent delivery."
Your customers are implementing a procurement solution. Learn how to change beliefs, shift thinking, and drive conversations and change within your company to shift from operationally focused e-commerce to customer-centric digital commerce and help your company flourish. You'll also gain insights into how to get to the future and create a change organization.
Event Report - SAP SuccessFactors SConnect 2016 - Push on all FrontsHolger Mueller
Read Constellation Research analyst Holger Mueller share his top takeaways from SAP's SuccessFactors SuccessConnect conference held in Las Vegas from August 28th - 30th 2016.
Generali: How We Cut Insurance Quote Preparation by 60%Bizagi
Generali CEE Holding comprises businesses in 14 countries and is among the most important insurance providers in Central and Eastern Europe. In this quick overview, Jan Marek & Martin Stepanek of Generali CEE Holding explain how the leap to electronic, automated systems enabled them to achieve impressive ROI including reduction in quote preparation by 60%. Learn why the principles of data-centricity, reuse and agility were key to a Group-wide initiative that has seen BPM delivered in 4 countries and 5 languages - all with a system that cost just 50% of competitor systems.
Using E-Commerce to Automate Your Collaborative Business TransactionsSAP Ariba
Leading sellers are using B2B e-commerce to automate their business collaborations with customers. E-commerce enables them to reduce costs associated with manual document keying, to drive up customer satisfaction through faster, more accurate response rates to customer purchase orders, and to achieve cleaner, more accurate invoices. Join this panel of leading sellers as they discuss when and how suppliers can leverage the different transactional and integration options available on the Ariba Network.
5 Reasons Why Payables Makes Procurement AwesomeSAP Ariba
Payables can yield great value to procurement and increase strategic importance in the organization. Through supply chain finance, discounting, Pcard, and other payment options, companies can reduce supplier risk and and cost while contributing to strategic working capital initiatives. In this breakout, Aite group analyst Enrico Camerinelli will share why the current environment is ripe for payables optimization and how this yields enormous benefits to procurement and finance leaders.
Invoice Automation: Key Component of Digital Transformation and Tax ComplianceSAP Ariba
When digital transformation spreads to invoice processing, organizations can move from managing transactions to improving business performance and enforcing compliance. Come hear industry leaders discuss how they have transformed invoice processing with support from SAP Ariba solutions as part of a larger source-to-settle/procure-to-pay program. You will learn about results they have achieved with automation and compliance, including support for e-invoice regulations that vary by country.
Software development portfolios are becoming increasingly important for companies across all industries – to implement digital transformations of their products, services and business processes. Digital innovation expert Colin Palombo describes how executives can effectively govern these portfolios, focusing resources on the right priorities and balancing risk with reward. View the recording at https://www.stage-gate.com/blog/digtial_development_pt-1/
Buyer Learning Session: How to Talk to Your Suppliers About the Value of Join...SAP Ariba
This panel discussion will cover how to address and overcome objections that suppliers may have about participating in your strategic e-commerce initiative. Remember, as a buyer, you determine what value your suppliers receive from e-commerce. So join us to learn the value that e-commerce can deliver for your suppliers and what you can do to give them an incentive to participate.
Beyond CIO - Will there still be Architecture Management in 2025LeanIX GmbH
Ralf Schneider from Detecon explored the future of the CIO at EA Connect Days 2018 in Bonn. CIOs have to manage two main challenges: Cost/efficiency vs innovation/agility. His hypothesis is that operational IT skills will be increasingly less important while the skills to orchestrate the eco system.
Building a Lean and Agile I&O – The Engine for your Digital Business
Digitalization is redefining the future of business, challenging I&O leaders to bring fresh new thinking to the IT Infrastructure and Operations space.
Realising Digital’s Full Potential in the Value ChainCognizant
When we spoke with executives across Europe who lead digitising efforts, they described a diverse range of deployments, but digital can, and must, deliver far more than it has so far. In this ebook, we explore how businesses can explore digital's full potential across their value chain.
The North of Scotland is in the midst of a full-scale transformation. Building on a well-established reputation as a global energy hub, the North is fast becoming a key destination for emerging innovation across an increasing range of sectors.
The DIGIT North Summit is designed to bring IT and Digital leaders together and drive practical innovation through shared learning. The event will facilitate cross pollination between key industries, from traditional sectors like Oil & Gas and Agriculture to high-growth fields like: Life Sciences, Biotech, Gaming, Fintech and Space.
The programme will contextualise the key emerging technologies and industry disruptors, and consider the vital role that IT and Digital leaders will play in ensuring organisations can thrive amid a backdrop of market change and economic volatility.
Harnessing The Disruptive Potential - Techwave.pdfAnil
Technological advancement is the single most exciting thing that can happen in the business world today. It shakes up markets and makes business circles question which industries will succeed or fail when the time comes for new adoptions. Disruption across industries is diffusing at an unprecedented rate. And disruptive domains play a key role in the process.
Field Service Forum 2014 agenda.
Key topics considered to run a successful field service business included knowledge management, workforce planning & scheduling, and competence development. As technicians are the face of the company to the eyes of the customers, there is a great need to have a skilled workforce; however, expertise is running scarcer and scarcer, so the ability to capture knowledge and transfer it from experienced technicians to coming talent is critical. Lastly, having control and visibility of the whole workforce is key to improving response time and thus excelling at customer service.
More information http://www.fieldserviceexcellence.com/
Master Class de Julio Mestre Valdés en la Universidad Politécnica de Cataluña sobre el proceso de migración de las infraestructura TI hacia la nube.
La ascensión a cloud, una metodología que asegura el éxito: http://aunclicdelastic.blogthinkbig.com/la-ascension-a-cloud-la-metodologia-que-asegura-el-exito/
Más información sobre nuestra propuesta de cloud en: http://bit.ly/2rhBznq
A Lean production project in software development at AlmavivA - Lean IT Summi...Institut Lean France
AlmavivA is the leading ICT company in Italy. At the Lean IT Summit 2014, Giuseppe Conigliaro, director of software engineering presented the Lean IT project and the results the teams achieved with it.
More Lean IT stories on www.lean-it-summit.com
Bonitasoft - Process Efficiency World Tour 2013 - LondonBonitasoft
The Bonitasoft BPM experts are back! For this second cycle of the Process Efficiency World Tour, Bonitasoft invites you to take part in one of the 13 events, to learn how you can transform your organization and your information systems with BPM.
Learn about best practices to successfully conduct your BPM initiative, hear about organizations which have successfully deployed Bonita BPM, and see real applications developed with Bonita BPM, the most widely used BPM suite in the world.
From customer experience optimization to human resources management, Bonita BPM can fundamentally change the way you design and develop process-based applications!
Cloud Telephony Service Market Size, Share & Trends Estimation Report By Depl...subishsam
A VoIP (Voice over Internet Protocol) service like cloud telephony uses the internet to route phone calls. It can also be called "internet telephony" or "cloud-based telephony." Most cloud telephony services are delivered through a private branch exchange (PBX) in the cloud. This is a type of VoIP phone system.
With cloud telephony, businesses can use their internet connection to make and receive calls. Cloud telephony services are often cheaper than traditional landline phone services, and they offer a number of features and benefits that can be helpful for businesses, such as scalability, flexibility, and mobility.
The Value Plus is Redington Value Distribution's annual magazine, highlighting the company's focus on latest technology trends which engulf the IT industry. Redington Value is the leading VAD in META region having partnerships with over 40 IT vendors, covering a host of technology solutions ranging from Servers & Storage, Software, Security, Virtualization, Converged Infrastructure, Internet of Things, Big Data Analytics and Cloud Computing.
Redington Value has brought changes in the IT Industry with initiative such as the Red Vault - A state-of-the-art data center with a transparent interactive display which can replicate customer scenarios and gives one an opportunity to feel the technology at one's fingertips.
Redington Value is reimagining technology distribution.
Similar to FDSeminar F&O Ulrich Penzkofer NRB (20)
what is the future of Pi Network currency.DOT TECH
The future of the Pi cryptocurrency is uncertain, and its success will depend on several factors. Pi is a relatively new cryptocurrency that aims to be user-friendly and accessible to a wide audience. Here are a few key considerations for its future:
Message: @Pi_vendor_247 on telegram if u want to sell PI COINS.
1. Mainnet Launch: As of my last knowledge update in January 2022, Pi was still in the testnet phase. Its success will depend on a successful transition to a mainnet, where actual transactions can take place.
2. User Adoption: Pi's success will be closely tied to user adoption. The more users who join the network and actively participate, the stronger the ecosystem can become.
3. Utility and Use Cases: For a cryptocurrency to thrive, it must offer utility and practical use cases. The Pi team has talked about various applications, including peer-to-peer transactions, smart contracts, and more. The development and implementation of these features will be essential.
4. Regulatory Environment: The regulatory environment for cryptocurrencies is evolving globally. How Pi navigates and complies with regulations in various jurisdictions will significantly impact its future.
5. Technology Development: The Pi network must continue to develop and improve its technology, security, and scalability to compete with established cryptocurrencies.
6. Community Engagement: The Pi community plays a critical role in its future. Engaged users can help build trust and grow the network.
7. Monetization and Sustainability: The Pi team's monetization strategy, such as fees, partnerships, or other revenue sources, will affect its long-term sustainability.
It's essential to approach Pi or any new cryptocurrency with caution and conduct due diligence. Cryptocurrency investments involve risks, and potential rewards can be uncertain. The success and future of Pi will depend on the collective efforts of its team, community, and the broader cryptocurrency market dynamics. It's advisable to stay updated on Pi's development and follow any updates from the official Pi Network website or announcements from the team.
The European Unemployment Puzzle: implications from population agingGRAPE
We study the link between the evolving age structure of the working population and unemployment. We build a large new Keynesian OLG model with a realistic age structure, labor market frictions, sticky prices, and aggregate shocks. Once calibrated to the European economy, we quantify the extent to which demographic changes over the last three decades have contributed to the decline of the unemployment rate. Our findings yield important implications for the future evolution of unemployment given the anticipated further aging of the working population in Europe. We also quantify the implications for optimal monetary policy: lowering inflation volatility becomes less costly in terms of GDP and unemployment volatility, which hints that optimal monetary policy may be more hawkish in an aging society. Finally, our results also propose a partial reversal of the European-US unemployment puzzle due to the fact that the share of young workers is expected to remain robust in the US.
how to sell pi coins effectively (from 50 - 100k pi)DOT TECH
Anywhere in the world, including Africa, America, and Europe, you can sell Pi Network Coins online and receive cash through online payment options.
Pi has not yet been launched on any exchange because we are currently using the confined Mainnet. The planned launch date for Pi is June 28, 2026.
Reselling to investors who want to hold until the mainnet launch in 2026 is currently the sole way to sell.
Consequently, right now. All you need to do is select the right pi network provider.
Who is a pi merchant?
An individual who buys coins from miners on the pi network and resells them to investors hoping to hang onto them until the mainnet is launched is known as a pi merchant.
debuts.
I'll provide you the Telegram username
@Pi_vendor_247
What website can I sell pi coins securely.DOT TECH
Currently there are no website or exchange that allow buying or selling of pi coins..
But you can still easily sell pi coins, by reselling it to exchanges/crypto whales interested in holding thousands of pi coins before the mainnet launch.
Who is a pi merchant?
A pi merchant is someone who buys pi coins from miners and resell to these crypto whales and holders of pi..
This is because pi network is not doing any pre-sale. The only way exchanges can get pi is by buying from miners and pi merchants stands in between the miners and the exchanges.
How can I sell my pi coins?
Selling pi coins is really easy, but first you need to migrate to mainnet wallet before you can do that. I will leave the telegram contact of my personal pi merchant to trade with.
Tele-gram.
@Pi_vendor_247
Yes of course, you can easily start mining pi network coin today and sell to legit pi vendors in the United States.
Here the telegram contact of my personal vendor.
@Pi_vendor_247
#pi network #pi coins #legit #passive income
#US
US Economic Outlook - Being Decided - M Capital Group August 2021.pdfpchutichetpong
The U.S. economy is continuing its impressive recovery from the COVID-19 pandemic and not slowing down despite re-occurring bumps. The U.S. savings rate reached its highest ever recorded level at 34% in April 2020 and Americans seem ready to spend. The sectors that had been hurt the most by the pandemic specifically reduced consumer spending, like retail, leisure, hospitality, and travel, are now experiencing massive growth in revenue and job openings.
Could this growth lead to a “Roaring Twenties”? As quickly as the U.S. economy contracted, experiencing a 9.1% drop in economic output relative to the business cycle in Q2 2020, the largest in recorded history, it has rebounded beyond expectations. This surprising growth seems to be fueled by the U.S. government’s aggressive fiscal and monetary policies, and an increase in consumer spending as mobility restrictions are lifted. Unemployment rates between June 2020 and June 2021 decreased by 5.2%, while the demand for labor is increasing, coupled with increasing wages to incentivize Americans to rejoin the labor force. Schools and businesses are expected to fully reopen soon. In parallel, vaccination rates across the country and the world continue to rise, with full vaccination rates of 50% and 14.8% respectively.
However, it is not completely smooth sailing from here. According to M Capital Group, the main risks that threaten the continued growth of the U.S. economy are inflation, unsettled trade relations, and another wave of Covid-19 mutations that could shut down the world again. Have we learned from the past year of COVID-19 and adapted our economy accordingly?
“In order for the U.S. economy to continue growing, whether there is another wave or not, the U.S. needs to focus on diversifying supply chains, supporting business investment, and maintaining consumer spending,” says Grace Feeley, a research analyst at M Capital Group.
While the economic indicators are positive, the risks are coming closer to manifesting and threatening such growth. The new variants spreading throughout the world, Delta, Lambda, and Gamma, are vaccine-resistant and muddy the predictions made about the economy and health of the country. These variants bring back the feeling of uncertainty that has wreaked havoc not only on the stock market but the mindset of people around the world. MCG provides unique insight on how to mitigate these risks to possibly ensure a bright economic future.
how to sell pi coins in South Korea profitably.DOT TECH
Yes. You can sell your pi network coins in South Korea or any other country, by finding a verified pi merchant
What is a verified pi merchant?
Since pi network is not launched yet on any exchange, the only way you can sell pi coins is by selling to a verified pi merchant, and this is because pi network is not launched yet on any exchange and no pre-sale or ico offerings Is done on pi.
Since there is no pre-sale, the only way exchanges can get pi is by buying from miners. So a pi merchant facilitates these transactions by acting as a bridge for both transactions.
How can i find a pi vendor/merchant?
Well for those who haven't traded with a pi merchant or who don't already have one. I will leave the telegram id of my personal pi merchant who i trade pi with.
Tele gram: @Pi_vendor_247
#pi #sell #nigeria #pinetwork #picoins #sellpi #Nigerian #tradepi #pinetworkcoins #sellmypi
Turin Startup Ecosystem 2024 - Ricerca sulle Startup e il Sistema dell'Innov...Quotidiano Piemontese
Turin Startup Ecosystem 2024
Una ricerca de il Club degli Investitori, in collaborazione con ToTeM Torino Tech Map e con il supporto della ESCP Business School e di Growth Capital
Lecture slide titled Fraud Risk Mitigation, Webinar Lecture Delivered at the Society for West African Internal Audit Practitioners (SWAIAP) on Wednesday, November 8, 2023.
how can i use my minded pi coins I need some funds.DOT TECH
If you are interested in selling your pi coins, i have a verified pi merchant, who buys pi coins and resell them to exchanges looking forward to hold till mainnet launch.
Because the core team has announced that pi network will not be doing any pre-sale. The only way exchanges like huobi, bitmart and hotbit can get pi is by buying from miners.
Now a merchant stands in between these exchanges and the miners. As a link to make transactions smooth. Because right now in the enclosed mainnet you can't sell pi coins your self. You need the help of a merchant,
i will leave the telegram contact of my personal pi merchant below. 👇 I and my friends has traded more than 3000pi coins with him successfully.
@Pi_vendor_247
Seminar: Gender Board Diversity through Ownership NetworksGRAPE
Seminar on gender diversity spillovers through ownership networks at FAME|GRAPE. Presenting novel research. Studies in economics and management using econometrics methods.
Seminar: Gender Board Diversity through Ownership Networks
FDSeminar F&O Ulrich Penzkofer NRB
1. ACQUISITIONS: RISKS & OPPORTUNITIES
1+1=?
BMW Bornem, 28th of January 2016
ULRICH PENZKOFER
CEO, The NRB Group
2. AGENDA
1. The NRB Group: a history of acquisitions
2. Success factors in an acquisition
3. Example: Acquisition of Trasys by NRB
4. The role of the CFO and the CHRO
5. Conclusion: lessons learned
3. BIOGRAPHY
1988 – 1996 New York, USA
Corporate Banking with focus on M&A
1997 – 2003 Siemens AG
Director Mergers & Acquisitions – Division IT
2003 – 2011 Siemens It Solutions and Services
Operational Management
2006 – 2011 Siemens It Solutions and Services
CEO of the Organization in BeLux
2012 – Today The NRB Group
CEO
Since then 4 acquisitions for The NRB Group
ULRICH PENZKOFER
CEO, The NRB Group
5. TECHNOLOGY IS AT THE SAME TIME FEARED AND CONSIDERED AS MANDATORY BY INDUSTRY LEADERS
SOURCE: IBM Global C-suite 2015
… but they also see it as a way to create value
Leaders consider technology as a threat changing the rules of
the game …
Two types of disruptors transform the competitive landscape
• Digital giants (e.g., Google, Amazon, Apple, etc.)
• New entrants (e.g., digital start-ups)
The majority of leaders see technology as a way to create value
Factors changing the rules
%
Usage of technology
%
48
51
55
71
72
Macroeconomy
Technology
Market trends
Regulations
Skills 62
67
68
75
81
Make distribution of
Products more cost
effective
Release cheaper products
Or services
Improve sales and
marketing effectiveness
Build stronger customer
relations
Develop better products
and services
1 Based on an analysis (Watson Analytics) of more than 7,600 open comments
6. 9 TRENDS THAT WILL SIGNIFICANTLY INFLUENCE THE IT MARKET IN THE FUTURE
USER EXPERIENCE
INTERNET OF THINGS
CLOUD COMPUTING
DIGITAL TRANSFORMATION
NEW MODELS
MOBILE TECHNOLOGIES
BIG DATA & ADVANCED
ANALYTICS
COST REDUCTION
SECURITY
• Rise of new interfaces enabling a more intuitive usage of IT systems.
• Connecting things/products equiped with sensors to a network enables the automation of digital processes and
the creation of new services.
• Revolution in the delivery models: infrastructure and applications in the “cloud”
Less projects and on site (customer) implementations
New delivery models for NRB
• Customer relations and back office processes are getting digitalized and automated to improve efficiency,
optimize costs and increase customer satisfaction.
• Rise of agile, lean and DevOps methodologies to accelerate time-to-market, cost effectiveness and quality of
services.
• The strong increase of the mobile computing power, the storage and the bandwidth drives new services and
reduced costs for employees and customers.
• The need for unstructured data processing and visualizing tools is increasing as their volume is growing.
• Customers put the pressure on prices as on service levels
• IT services providers standardize and automate their processes, and increase offshoring to reach economies of
scale.
• The needs in terms of security are increasing as the cloud is growing.
Trends
SOURCE: NRB, team analysis
7. THE NRB GROUP IS THE 2ND PLAYER ON THE BELGIAN ICT MARKET
Revenus of the IT providers on the Belgian market (excluding support services)
SOURCE: IT services report Gartner Q2 2015
230
154
152
134
132
128
120
74
440IBM
Others
PwC
HP
cegeka
NRB 3052
Fujitsu
Deloitte
175
Accenture
3,162
2253
Xerox
Revenus IT services1, mEUR, 2014
9%
6%
4%
3%
3%
3%
3%
3%
3%
2%
62%
Market share in %Local actors
1 Does not include support services; includes consulting, IT ’outsourcing IT, ’implementation, and BPO; 2 Revenues of 2014, adding 74 mEUR generated by Trasys in 2015; 3 Excluding Atos
Worldline
ESTIMATIONS
8. The technology landscape is changing fast and is reshaping many industries at a pace that has never been seen before.
Companies and public organisations need to innovate faster, to be more efficient, more agile, more customer-centric and to
ensure their continuity and security. At NRB, we aim to support our customers in the running, the optimisation and the
transformation of their business by offering a complete range of ICT services and solutions.
CONSULTANCY
We help you imagine and
design the future of your
business.
SOFTWARE
We implement or develop the
software solutions that fit your
needs.
INFRASTRUCTURE
We operate and maintain your
ICT infrastructure.
MANAGED STAFFING
Whatever resource you need,
we have it or we will find it.
HOW WE HELP OUR CUSTOMERS
9. EBIT 7 % +
FTE
Turnover 2015
FINANCE & INSURANCE
PUBLIC & SOCIAL
UTILITIES
INDUSTRY
148
25 M€
38
3,5 M€
16
2,5 M€
HEALTH CARE
38
4,2 M€
MOBILE & WEB
180
23,5 M€
177
26,4 M€ 4,7 M€
PUBLIC & SOCIAL LOCAL
20538
147 M€
Collaborators (FTE) 1167 1155 ~2000*
Turnover (in m€) 222 222 309
2014 2015 2016
* Free lance included
Acquisition of Trasys in 2015 :
• 72,8 m€ turnover
• 700 collaborators (incl. freelance)
THE NUMBER 1 BELGIAN IT SERVICES PROVIDER IN BELGIUM
10. Deep analysis of market trends
Historic vertical focus: Insurance, Public Sector & Utilities
New segments: Industry
Access to Flanders
Strenghtening of sales
New business model
Performance management
Training (including middle management)
HR process (including classification)
Communication
THE TRANSFORMATION OF NRB
ISO 9001
ISO 27001 certification journey
Improvement of processes (KPI)
Outsourcing Mainframe & Distributed Systems
Cloud computing
Mainframe Applications
SAP & BI
Digital Transformation
COMPETITIVENESS
GROWTH
PROFITABILITY
EMPLOYMENT
PROCESSES
PORTFOLIOTEAMS
CUSTOMERS
ORGANIC AND EXTERNAL GROWTH
11. THE NRB GROUP: A HISTORY OF 5 ACQUISITIONS
SOURCE: NRB
Date of acquisition
Participation, %
Electronic Patient
Records for Wallonia
/ Brussel &
references PACS in
France
2011
Complete
Software
Solutions for the
hospitals in
Belgium
2014
Electronic Patient
Record mainly in
Wallonia
2014
2011
Mobile & Web
Development
2013
Staffing, Software
Development &
Consulting in
Belgium,
Luxembourg &
International
organisations
2015
Infrastructure &
software solutions
for the local public
sector in Flanders
2010
Provider of
infrastructure and
software services in
Belgium
51% 55% 75.1% 100%
100% 100%
2010 2010 2010
Software solutions
for the local public
sector in Flanders
Infrastructure &
software solutions
for the local public
sector in Brussels &
Wallonia
13. AND WHY THEY CHOSE NRB
NEW DEALS
• Strong references and excellent reputation of NRB in terms of quality
D’Ieteren (Automotive)
10 m€
IT outsourcing
• Preference for a Belgian partner
• Technical expertise (data migration)
• Professionalism and time invesment in answering technical questions
• Enthousiasm of the teams
SDWorx (Social)
12 m€
IT outsourcing
• Important improvement in performance and quality last two years
• Flexibility: fast answer to the demand for a B plan, only in a few days
• Quality of analysis and skills of the engineers
• Reliability: back to a stable situation allowing to reactivate their business
• At any moment, professionalism of NRB, even after the announcement of the loss of the contract
EDF Luminus (Utilities)
15 m€
IT outsourcing
• Mastering the Mainframe environment
• Quality of solutions and proposed methodologies (real time integration mainframe-ExaData)
Sibelga (Utilities)
3 m€
Bus. Intelligence
• Mastering the Mainframe environment
• Quality of solutions and proposed methodologies
• Ability to deliver on time, quality
• Partnership and transparency
UNMS (Social)
2 m€
Mainframe
Applications
14. NEW DEALS (2/2)
• Total Petrochemical
• ISS Facility services (catering, cleaning…)
• Euronics Retail (Selexion)
• VCST Automotive
• Cassidian (ex EADS) Aerospace
• Sabca Aerospace
• UCM Social
• SPF/FOD Finances/Financieen Public Sector
OTHER NEW
IMPORTANT
CUSTOMERS
16. FINANCIAL EVALUATIONSTRATEGIC FIT TRANSACTION INTEGRATION
Will the additional portfolio and
customer access really
strengthen the company?
Cultural fit: will the two
companies and their employees
be able to collaborate
effectively?
Is the business plan of the
target realistic?
Are growth and cost synergies
realistic?
Is the purchase price justifiable
based on a combined business
plan?
Which transaction would be the
most beneficial to preserve and
enhance value?
Full acquisition, joint venture,
earn out, reversed merger, etc.
Quality of key management at
take over target and acquirer
Thorough integration planning
with a dedicated integration
manager
Time management: thorough
but efficient
Communication and
information sharing versus
secrecy and risk management
19. KEY TOPICS
Market Access
Customer Access for Cross Selling
Portfolio to strengthen the offering
Delivery Capabilities
Competences and Talents on all levels
Credibility
Critical Mass
20. BEFORE ANALYSING THE STRATEGIC FIT
WITH A TARGET:
• Define the Vision of your own company
• Establish a honest SWOT Analysis
• Align yourself with the shareholders
21. OPPORTUNITIES THREATS
STRENGHTS WEAKNESSES
SOURCE: NRB
• Stable long term contrats
• Strong competences in ’hybrid cloud’
• “end-to-end” Portfolio
• One-stop-shop - synergies & opportunites for
cross selling
• Qualified Management team
• Geographical proximity with current customers
• Limited size compared to international
competitors (also in terms of R&D budgets)
• Weakness in Vertical Solutions and Consulting
• No Offshore
• Limited renown in Flanders
• Development in Hybrid cloud, Big data, Security
and Web & mobile
• Growth in Flanders
• Well targetted international growth
• Social climate & contexte in Wallonia
• Continuous price pressure on the majority of
services
• Constant technological changes
• Security failures
• “War for talent”
SWOT FOR NRB
22. HISTORY
• established in 1981 to cluster a number of IT départements of Tractebel
• management buy-out (MBO) in 2006
KEY FIGURES
• turnover 74 m€
• EBIT 4 m€ (5,4 % of turnover)
• collaborators 668 p (448 FTE & 220 freelances)
IN GENERAL
PORTFOLIO OF SERVICES:
• 90 % of revenues in SW Development, Vertical Solutions, Consulting and Staffing
GEOGRAPHY:
• 80 % of revenues in Belgium and Luxembourg, based in Hoeilaert
ACTIVITIES
WHO WAS ?
23. • Portfolio: Strengthening of our solutions & software offer
• Market access: Access to the EU market & other crustomers
• Delivery capabilities: Near-shoring
• Competences: Wider competence basis lever for innovation, business expertise & quality
• Critical mass: Strengthening of our position on our core markets, access to new markets &
geographical extension outside Belgium
RATIONALE FOR THE ACQUISITION
25. FINANCIAL ANALYSIS & DUE DILIGENCE
• Understand historic figures of the target in detail (Due Diligence)
• Challenge all assumptions for the Business Plan
• Be honest on the synergy potential
• Walk away if the price is too high
26. FIRST IDENTIFIED SYNERGIES
SALES
• Cross-selling
• Outsourcing services (cloud, datacentre…) to Trasys
customers
• Solution & service sourcing to NRB customers
• Joint deployment of Smart cities & big data solutions
• Access to banking sector in Luxembourg (e.g.for Mainframe
services) through PSF certification
• Wide network of external profiles
• …
COSTS
• Purchasing centralisation & possible higher rebates
• Investments in IT infrastructure
• Optimisation of buildings
• Overhead optimization
• Centralisation helpdesks
• Leverage Nearshore Java & .net
• …
28. BEST POSSIBLE TRANSACTION TO
MAINTAIN AND CREATE VALUE
• 100 % Acquisition
• Partial Acquisition with Put / Call and Earn Out
• Joint Venture
• Reversed Merger
KEEP IT SIMPLE – WITH CLEAR GOVERNANCE
31. NRB & TRASYS HAVE SIMILAR BUSINESS MODELS
Verticals
on different market segments
SALES
Service lines optimising different kinds of
IT (projects or operations)
DELIVERY
CORPORATE
CENTRAL
FUNCTIONS
• New orders
• Revenue
• Margin
• Improve quality & costs
• Volume & margin
• Support Sales & Delivery
organisations
32. SALES
International
Organisations
Financial Services Industry Public
Sector &
Social
Ethias Energy & Utilities
Central Proposal & Sales Support
DELIVERY
Solutions
Cross Functional Services
Infrastructure Services
CENTRAL FUNCTIONS
Finance
HR & Change
Management
Quality &
Risk Management
Partner ManagementInnovation,
Marketing & Ext. Com.
Strategy &
Corporate Affairs
Managed Staffing
HIGH LEVEL BUSINESS MODEL
34. THE OBJECTIVE
Integrate all activities of the Trasys Group with
NRB SA to become the Nr 1 provider of IT
services & solutions in the Belux
35. WHAT IT IS WHAT IT IS NOT
COLLABORATION
Set up joint teams that work together on the proposed
solutions for the joint company
An Integration Team staffed by both companies
Imperialistic behaviour
of the one on the other
BEST-OF-BOTH
WORLDS
Take advantage of the differences and best practices of both
companies
Rational approach and decision making prepared by the
Integration Team
One-way street of ways
of working
OPERATIONAL
INTEGRATION
Establish one combined operating model for the joint company
apart from legal structures
Trasys operationally integrated in NRB
Leaving all to coexist
in separate organisations
BUSINESS
DRIVEN
Decide and prioritise based on revenue and/or cost impact, i.e.
profit
Synergies identified and captured asap
1 + 1 = 2
BASIC PRINCIPLES
36. GOVERNANCE
STEERCO
• Define overall strategy
• Set principles top down (business model and governance)
• Set targets for synergies (revenues and costs)
• Decide on key issues and needed alignments
INTEGRATION
PROGRAM OFFICE • Setup and manage overall integration plan / roadmap
• Coach and monitor working groups
• Progress report every two weeks to the SteerCo with a focus on key issues that need
to be decided
• Manage specific transversal topics
• Ensure coherence with business model & compliance with strategy
• Drive crossworking group synergies
• Coordination of internal & external communication
WORKING GROUPS
• Diagnose “as is” organisations, strategies, …
• Design “to be” and develop implementation plan incl. synergies
• Progress report every two weeks to the Integration Program Office
• Suggestions for improvement
• Implement (post closing)
(IPO)
37. 18 WORKING GROUPS
• SALES 6 working groups
• DELIVERY 4 working groups
• CENTRAL FUNCTIONS 8 working groups
FOR EACH WORKING GROUP:
• 1 leader of each company
• 1 sponsor of each company
• 1 coach IPO
• Responsible for the module
• Set up the team (and sub working groups)
• Manage the team in order to produce the expected results
• Executive for facilitation in their own organisation and, if necessary,
for bringing issues onto the agenda of the Steerco
• Overviews the work of the track
• Ensure coherency between tracks
• Ensure that propositions are in line with the overall strategy and top
down principles
• Bringing issues onto the agenda of the Steerco as necessary
38. WORKING GROUPS
WORKING GROUP
IPO Team NRB TRASYS
Coach Sponsor Leader Sponsor Leader
SALES
Pre-sales & sales process
Karl Reremoser Uli Penzkofer
Claude Delacauw Chris De Hous Nicolas Prevost
Industry/Manufacturing Philippe Herickx Bernard Geubelle Jan Ickroth
Finance Philippe Herickx Bernard Geubelle Hans Jespers
Energy & Utilities Laurence Gordenne Bernard Geubelle Philippe Reniers
Public Authorities Pascal Fievez Bernard Geubelle Vincent Callens
International Organisations IPO Team Didier Debackère Jean-Philippe Cornet
DELIVERY
Solutions1)
Philippe Laboulle Peter Hellemans
Jacques Wieczorek Charles Delhaye Jan Jannes
Infrastructure Services Damien Demelenne Jan Jannes Cymon Birtles/Koen Vanhulst
Managed Staffing
Patrick Van Overbeke /Gil
Henry
Didier Debackère Benoît Görtz/Geert Van Conkelberge
Cross Functional Services Kris Vansteenwegen Thomas Ducamp Jan Jannes
CENTRALFUNCTIONS
Finance & Administration
Valérie Pirenne Henri Thonnart
Natacha Kouprianoff /
Michèle Bouhon
Thomas Ducamp
Laurence Collyn
Procurement Marc Miezal Guy Schoovaerts
Internal IT & Tools Frédérique Crochet J.P. Hanut
Building & locations Valérie Pirenne Geert Van Conkelberge/Thomas Ducamp
Human Resources
Anne Gemine Anne Gemine
Caroline Gilson Geert Van Conkelberge
QRM & Processes Emmanuelle Lhermitte Jan Jannes Dominique Pluvinage
Internal Communications Anne Gemine Uli Penzkofer Nadine Lints
Chris De Hous
Jean-Marie Santy
Marketing Karl Reremoser Uli Penzkofer Daniel Eycken Eliseo Manfron
1) Mainframe Applications, Enterprise Architecture & Consulting, SAP Solutions, BI + Business Analytics, Application Services, Industrial Solutions, Nearshore Solutions
39. TASKS FOR EACH GROUP
Design the “To Be” organisation, processes, tools, methodologies, …
List short and long term synergies and ideas to capture these
List risks and actions to mitigate them
Develop an implementation plan for:
- the “To Be” organisation, processes, tools, methodologies, …
- the “To Be” strategy. Both short-term and a three year strategy
- capturing synergies and quantify the impact (revenue and profit) and timing
Baselining of the “As Is” NRB and Trasys
- strategy
- organisation (structure and roles and responsibilities)
- processes, tools, methodologies, …
Understand similarities and differences
AS IS
TO BE
PLAN
40. TIMING OF DELIVERABLES
30.09
• First « as is » & learnings
• Project plan until end of
Nov. (deliverables,
timing…)
15.10 31.10
• Full « as is »
• Proposed « to be »
• First synergies
• High level
implementation plan
• Risks & mitigation
actions
• « To be » finalised
• Synergies (value,
timing…)
• Implementation plan
• For verticals : first
thoughts 3-y strategy
41. TIMEFRAME
August September November December January End 2016
Merger
PERIOD I PERIOD II PERIOD III
• Trasys operates within NRB group
• First quick wins
Work operationally as a single group :
• one Management Team
• one sales organisation
• one delivery organisation
• …
Follow up Follow up Follow up
PREPARATION INTEGRATIONWORKING TOGETHER
Closing
Exact closing date will be set
when competition authorities
give their approval
Diagnostic:
“as is” analysis
Design: “to-be” and
implementation plan
Principles set
top down
Follow up
Operational
integration
Live new structure
Announce names of new management
team
Release new organisation.
October
Implementation
• Business as usual in separate companies
• Start collaboration case by case
“at arm’s length”
• Prepare integration
15.9: Kickoff
working groups
42. DETAILS: KICKOFF UNTIL END OF 2015
TOPIC 14.9 21.9 28.9 5.10 12.10 19.10 26.10 2.11 9.11 16.11 23.11 30.11 7.12 14.12
Project management
• Overall project management
• IPO team meetings
• Executive/steerco meetings
Integration working groups
“To Be” and synergies
• Kickoff. Status every 2 wks.
• Sales
• Delivery
• HR
• Finance
• …
Business model and
organisation
Communication Internal
External
People
Bottom-up Synergies
Closing?
Coach working groups. Transversal topics. Overall project management.
Setup
Implementation
Diagnostic “As Is”
17.9
15.9 2.10 14.10 28.10
6.10 19.10 2.11
23.9 28.9 5.10 15.10 21.10 28.10
15.12
Design “To Be” & implementation plan
Update “Principes Review detailed design of each department.
de base” from 2012. Adjust and fine tune principles if necessary.
Decide on n-1, n-2 and n-3 positions
Review working group results
with top down targets
nn.10
nn.10
25.11
nn.10
43. • Sales and or delivery machines sputter
• because of too complex or unclear agreements on portfolio of
services
• Customers leave
• sales pipeline decreases in the time of uncertainty
• Key talent leaves
• Collaps of processes, specifically finance,
security
• Cultural Mis-Fit
• Overhaul sales & delivery engines
• Clarify portfolio and go for new ‘handshake’ sales & delivery
• Communication & information
• Identification of core customers
• Set up C- level meetings
• Assure/confirm continuity of services to customers
• Increased marketing efforts to clarify portfolio of services &
solutions
• (Key) talent retention program
• Managing by objectives
• Responsabilisation
• Transparency
• Priority choices in terms of processes and
responsibilities
RISKS MITIGATION
MAJOR RISKS & HOW TO MITIGATE THEM
44.
45. Who we are
CHRO AND CFO, KEY PLAYERS DURING THE
ACQUISITON AND INTEGRATION PROCESS
46. WHAT I EXPECT FROM THE CHRO
• Assess key potential at the target company
• Assess cultural differences between both organisations and design
ways to bridge the gaps (communication top down & bottom up)
• Support the establishment of a combined organisation and
management team
• Support training and value shift for those people that no longer
have the same position
• Be the sparring partner of the CEO and of the business leaders
47. WHAT I EXPECT FROM THE CFO
• Figures are the basis of the strategic decisions: make sure they are
accurate and available on all levels.
• Strong link between business and finance, in terms of
understanding and collaboration.
• Risk assessment with financial impact calculations
• Entrepreneur and not a controller
49. MANAGE RISKSTHINK GLOBAL BUILD A STRONG TEAM ALIGN PRIORITIES
In a globalized market with
strong consolidation in many
domains acquisitions are an
important lever to maintain and
strengthen a competitive
position
Acquisitions are risky
undertakings.
If necessary, strengthen the
management team to obtain
the required skills and
experience.
Any Acquisition must be CEO /
CFO and CHRO Top Priority in
strong alignment