All the power of the newest IT intelligence

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All the power of the newest IT intelligence

• Full Year report
• 9th April 2002

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Table of contents______________________________
___

• Statements 2001
• Accounts
• Main events
• Strategy outlook

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2001 A key year...___________________________
______

• Concentrated on
• The merging of teams
• Concentrating of skills on core projects
• Group structure

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in a disrupted atmosphere______________________
_____________

• End of year 2001 economic slow down
• Restricted IT budgets in leading companies
• Binding of IT decision makers

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Table of Contents_______________________________
__

• Statements 2001
• Accounts analysed
• Main events
• Strategy

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Turn-over 2001 15 _________________________
__________
In millions of euro

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Fragmentation of Turn-over to illustrate
percentage according to skills ___________________
________________

The firm grounds on which our turn-over grows
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Fragmentation of turn-over according to skills
___________________________________

Strong recurrence of turn-over
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Key figures (evolution) ________________________
_________
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Income_________________________________
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2001 a period of transition____________________
____________

• 2001 turn-over subject to
• The sudden end of year recession
• A change in group structure
• Abandon of part of TMA-RMH turn-over following
  the merger in May 2000
• An operating income that comprises
• Restructuring costs
• Reduced working hours

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Simplified statements(M) _____________________
___________
Assets Liabilities
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Cash flows for operating activities
_______________________________
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Contents_________________________________

• Statements 2001
• Accounts analysed
• Main events
• Strategy outlook

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Main events___________________________________

• Transfer onto the Euronext Paris restricted
  market
• Complete restructuring of the group
• Expanding development
• Successful agreements policy
• Reducing debt

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A complete group restructuring
___________________________________

• A two-step ambitious programme
• Step 1 acquisition of MCM Partners (02/00) and
  TMA-RMH (05/00)
• UTI doubles in size
• Step 2 group operational reconstruction
• UTI, an entirely reconstructed group at the core
  of its business

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2000 Restructuration juridique_______________
____________________

• UTI controls MCM Partners and 12 TMA-RMH
  companies
• Change in Groups juridical structure

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2001 Operational Change in structure
___________________________________

• MCM Partners
• Development of the engineering activity
  accounting for 65 2001 turn-over, compared to
  50 in 2000
• TMA-RMH
• Reorganising agencies according to skill force
  or according to technologies
• Complete integration of TMA-RMH at the heart of
  the new agencies
• Implementing a consolidation commercial policy
  (new agreements research, etc.)

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2002 UTI, a group fit for work

• Three couples Technologies/Market
• Two new Skill centres

Help desk Technical Assistance
Systems integration/ Products
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Developpment Expansion________________________
___________
Luxembourg Metz Strasbourg
(2001) Belgium
Paris Brussels (2001)
Germany Lyon Italy
Switzerland

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Successful agreement policy______________________
_____________

• 42 agreements on our major clients
• An array of valued important clients
• Major projects
• A recurrent turn-over
• A protected market

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References

Bouygues Telecom Sogessor Orange
Electrolux Carrefour CNCA CGU Canal Cetelem
Crédit du Nord
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Decrease debt___________________________________

• Buy back of just over 22,7 outstanding
  discounted convertible bonds (198 766 C.B.)
• Pursue the convertible bond-buy back operation
  (30 000 C.B.)

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Contents_________________________________

• Statements for 2001
• Accounts analysed
• Main events
• Strategy outlook

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A clear vision of strategy

• 4 main poles
• Long-term
• Profit
• Proximity
• Expansion

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A long term strategy

• Since its origins
• positioning
• Large size companies
• Widespread projects, major servers
• An aim the core of information systems
• Strong technological choices

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A profit-making strategy _____________________
____________

• Increasing margins
• Restructuring efforts
• Defining the evolution of expenses made by
  personnel (resource management)
• Reducing debt

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A proximity based strategy ____________________
_____________

• Expansion (stemming out)
• client proximity (reactivity, availability)
• Control risk

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A well placed group ____________________________
_______

• Sylis, Teamlog
• Team Partners Group.
• SOGETI

Web Agencies
Specialized IT companies
Fi System Europstat Himalaya.
U
Micropole Groupe Cyber Cross Systems...
UTI
General scope IT companies
Consulting businesses
Cap-Gemini Unilog GFI Transiciel...
Arthur Andersen Ernst Young Valtech...
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A strong lever for 2002_________________________
__________

• A group concentrated on its core-business
• A firm financial structure
• Aim at decreasing debt
• Aim at improving margins
• A certain degree of agreements

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A decidedly ambitious...________________________
___________

• outlook on development
• Become a middle cap by the two years to come

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• The reference in Information Integration
• of Net technologies at the heart of information
  systems

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ANNEXES
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Quality references ____________________________
_______
2000 Ranking
2001 Ranking
Clients

1
1
France Télécom
6
2
BNP Paribas
3
ElfTotalFina
2
8
4
AGF
5
5
Carrefour
4
6
Crédit Lyonnais
16
7
Gan
8
GFC-BTP
3
9
Crédit Mutuel CIC
10
NSMD-ABN AMRO
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A well balanced client book ___________________
________________

• None of our clients account for more than 7,5
  of our Turn-over