fidic 2005 presentation, noy, globalisation
TRANSCRIPT
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Globalization in our industry: the ARCADIS case Harrie Noy, CEO ARCADIS NVFIDIC 2005 Annual Conference, Beijing, September 2005
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ARCADIS Company Profile
• ARCADIS is an international firm providing management, consultancy and engineering services
• In infrastructure, environment and facilities
• Active in the whole value chain
• Revenue €900, $1100 million
• Staff of 9300
• Worldwide top 10
Realization
Engineering
Design
Fin., Legal, Permitting
Maintain
Project Development
Feasibility Studies
Program Consultancy
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ARCADIS changed considerably
1990
• Mainly Dutch
• Divers portfolio
• Hardly civil engineering
• Strong focus on public sector
• Revenue € 150 million
• Privately owned
• Heidemij
2005
• International
• Focused on 3 segments
• Also strong in civil engineering
• Public/private sector: 50/50
• Revenue € 900 million
• Stock listed
• ARCADIS
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Change caused by international expansion
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Worldwide 9,300 staff
= 100 employees
ARCADISARCADIS
(2500) (1200)
NetherlandsNetherlands Other Other EuropeEurope
United States United States Latin America Latin America & Asia& Asia
(3200) (2400)
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Distribution of revenues
Activities Geography
Environment26%
Facilities20%
Infrastructure54%
ROW9%
United States33%
Netherlands30%
Other Europe28%
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Continuous revenue growth
0
100
200
300
400
500
600
700
800
900
1000
1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004
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Strategic drivers for ARCADIS development
• Multinational clients• One stop shopping• Home market positions• One firm concept
Worldwide network ……based on strong local positions
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One firm resulted in new brand
The fire salamander lives on the edge of land and water. It is very vulnerable for disturbances of the environment.
Our name is derived from ‘Arcadia', the best place on earth to live, according to Greek mythology.
Sustainability as key for our business
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Firm wide core values
Integrity• License to operateEntrepreneurship• Source for growth through new businessAgility• Driver for meeting our goals
ARCADIS General Business Principles for guiding behavior of our staff
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Specific businesses for global growth
Infrastructure• Rail • Tunnels & BridgesEnvironment• Remediation, GRiP®• Multinational clientsFacilities• World wide project consulting
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Measures to operate as one firm
• Senior Management Committee
• General Business Principles
• Uniform name structure
• Database on projects & staff
• Staff exchange
• International meetings
• Internal staff magazine
• Management training
• Employee stock purchase
• Sharing policies
• Sharing values
• Sharing one brand
• Sharing projects & staff
• Sharing experience
• Sharing trust & vision
• Sharing pride
• Sharing learning
• Sharing ownership
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Success factors for internationalization
• Finding the right partners• Local image, local management• Respect of cultural differences• Common management development• Active policy on synergy (clients & knowledge)• Internal communication• Employee stock participation
Building cohesiveness is the main challenge
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Thank you
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Shareholders
Staff
U.S. investors
European investors
Shares quoted on Euronextand NASDAQ
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Home market positions through acquisitions
Acquisitions because:• Greenfields are time consuming and vulnerable• Partners bring local network of relationships• Local laws/regulations key in understanding marketCriteria:• Strategic fit• Quality of management; reputation of firm• Financial criteria
Goal is top 5 position in local markets