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2021
annual
report
01. BUSINESS MODEL
1. One Digital Company
5
7
2. The Econocom Galaxy
8
3. The Group's Satellites
11
4.Responsible Digital Entrepreneur: our CSR manifesto
5. 2021 key figures
13
14
16
18
6. Performance and share capital
7. Governance
02. GROUP OVERVIEW
1. Group history
21
22
24
26
49
53
69
70
72
2. Econocom Group structure
3. Group positioning
4.Financial position and results
5. Corporate governance
6. Research and development
7. Main investments
8.Additional information
03. CORPORATE SOCIAL RESPONSIBILITY
Our approach
73
74
76
Actions and highlights
1. Nurture our excellence through responsible commitment
2. Support the new responsible uses of our customers and users
3. Federate an ecosystem to create shared value
Methodological note on the Non-Financial Performance Statement
Key performance indicators
79
103
110
116
117
04. RISK FACTORS
1. Operational risks
2. Regulatory risk
3. Dependency risks
4.Financial risk
119
120
123
124
125
05. MANAGEMENT REPORT
127
Management Report of the Board of Directors on the financial
statements
128
128
130
142
142
143
162
1. Group’s financial position and highlights
2. Profit for the year
3. Risk factors and disputes
4.Outlook for 2022 and shareholders’ compensation
5. Corporate governance statement
6. Subsequent events
06. CONSOLIDATED FINANCIAL STATEMENTS
1. Consolidated income statement and earnings per share
2. Consolidated statement of financial position
3. Consolidated statement of changes in equity
4.Consolidated statement of cash flows
163
164
166
168
170
172
5. Notes to the consolidated financial statements
07. SHAREHOLDERS
273
274
1. Share performance and shareholders
08. STATUTORY AUDITOR’S REPORT ON THE CONSOLIDATED
FINANCIAL STATEMENTS
291
Independent auditor’s report to the general meeting of Econocom
Group SE for the year ended 31 December 2021
292
299
09. CHAIRMAN’S STATEMENT
10. CONDENSED PARENT COMPANY FINANCIAL STATEMENTS
1. Parent company balance sheet
301
302
304
306
2. Non-consolidated income statement
3. Non-consolidated statement of cash flows
11. KEY CONSOLIDATED FIGURES
307
308
Historical consolidated key figures
chairman’s message
Econocom’s business model once again
proved its relevance and robustness in 2021.
The commitment, tenacity and responsiveness
of all our employees have made it possible to
meet the needs and expectations of our
customers. In a year still marked by the
Covid-19 pandemic, the Group demonstrated
its capacity to step up for innovation, boldness,
and expressed all its talents to understand its
ecosystem differently.
In 2021, the Group kept its net debt under
control with a net book debt of €67 million
compared to net cash of €20 million at the
end of 2020. This change is linked to the share
buybacks carried out and to the increase in
the volumes of operations undergoing
refinancing and proprietary activities within
the Technology Management & Financing
activity.
During the year, we strengthened our
commitment to the circular economy with our
proactive positioning as a Responsible Digital
Entrepreneur. We published our first Impact
Report, thereby confirming our convictions in
the fight against digital waste and the digital
divide. This report demonstrates the Group’s
vocation, since its creation, to be part of a
Corporate Social Responsibility approach.
As a result, revenue for 2021 posted a slight
1% decrease at €2.505 billion, due to the
impact of supply difficulties on the global
digital asset market. Profit from current
operating activities was up by 16.1% to
€135.7 million, resulting in an operating
margin of 5.4%, up in its three business lines.
The 2021 financial year took full advantage of
the restructuring plan implemented in 2019
and 2020. This result is also attributable by
the refocusing of the Group’s business lines
in activities with higher margins, the
targeted development of strategic regions in
Europe and the sustainable reduction of
certain overheads.
After what could be considered a pivotal year
in 2021, our teams are fully mobilised to return
to growth in 2022. The Group is actively
looking into external growth opportunities in
order to strengthen its positioning in its three
key business lines in the target key regions.
Jean-Louis Bouchard
Chairman of the Board
2021 annual report
3
4
2021 annual report
01
business
model
1. One Digital Company
2. The Econocom Galaxy
3. The Group's Satellites
7
8
11
4.Responsible Digital Entrepreneur:
our CSR manifesto
13
14
16
18
5. 2021 key figures
6. Performance and share capital
7. Governance
2021 annual report
5
01 business model
6
2021 annual report
business model 01
one digital company
1. One Digital Company
As the leading digital general contractor in Europe, Econocom conceives,
finances and facilitates the digital transformation of large firms and public
organisations.
With operations in 16 countries, we are among the rare European players to
cover the entire digital business chain: from equipment to services and even
financing.
Managing complex demand
We can see on the field, that the requirements and needs of our customers are
becoming increasingly complex: technological developments are permanent,
projects are increasingly international, CSR issues must be taken into account.
Supply is increasingly fragmented software vendors, hardware manufacturers,
banks, etc. But above all, end users (employees, customers, etc.) are
increasingly demanding, mobile and connected. To guide companies in this
hazy digital world, we have an easy answer: One Digital Company.
What we do
The Group is one of the few to be able to coordinate and take overall
responsibility for the entire business chain of a digital project: from
equipment, to services, to their customised financing with a pay-as-you-go
solution...
How we do it
For its customers, Econocom designs and implements digital services that
are genuinely useful to them and create sustainable value. To this end, our
teams design solutions based on their actual uses, always preparing the next
step and placing responsible digital at the heart of our activities.
What makes us different
We complete our digital projects successfully by managing their complexity
and sustainability. For this, we rely on specific features that are unique in the
market:
the mix of our three business lines;
our organisation, which enables us to coordinate all digital business lines,
including outsourcing;
our locations in 16 countries.
2021 annual report
7
01 business model
TheEconocomGalaxy
AN AGILE STRUCTURE SERVING
SUSTAINABLE DIGITAL TRANSFORMATION
Econocom’s original structure, ‘the Galaxy’, helps it implement its growth strategy.
The Planet: the group’s three long-standing business lines
At Econocom we work to serve our clients, independent of manufacturers,
telecoms operators, software publishers and financial firms. We have been a
pioneer in the digital sector for 49 years. The group is the only market player that
combines technological and financial expertise through three business lines.
EQUIPMENT
We implement turnkey as-a-service solutions integrated into our clients’
environments and tailored to their users: from installation advice and
storage to maintenance and recycling for all digital equipment.
SERVICES
We support our clients’ digital projects and meet their professional needs
with agility. Our three main areas of expertise: user environment; cloud
services, infrastructures and hybridisation; and modernisation of applications
and data.
FINANCING
We are a pioneer and leader in financing digital transformation. We
overcome financial barriers to firms’ growth through agile, flexible solutions
in financial leasing, while keeping their spending under control, as part of the
circular economy.
The Satellites: a group of expert firms
The Satellites are self-governing, expert SMEs in the digital sector’s most
buoyant fields. They complement Econocom’s long-standing solutions
effectively and help speed up the group’s growth.
Employees* 1,772
Revenue* €639m
*portion of Satellites’ employees and revenue in group’s employees and revenue in 2021
8
2021 annual report
business model 01
Mobility
Audiovisual
End-user
computing
Infrastructure
Equipment
Re1v,e0n6ue8m
Employees
1,513
Employees*
Revenue
€2,505m
8,197
Countr1ie6s
User environment
Financing
Infrastructure
and hybridisation
Revenue
€921m
Employees
672
Services
Revenue
€516m
Apps,
Employees
Cloud
5,656
& Data
Carbon footprint
reduction
Project
financing
Cybersecurity
Lifecycle
optimisation
*See breakdown of teams on page 15
2021 annual report
9
01 business model
10
2021 annual report
business model 01
the group's satellites
3. The Group's Satellites
Econocom has created an innovating model with a network of expert
companies known as Satellites. These are small and medium-sized
companies which are high-performing in their area of expertise and the
heads of which retain a significant share of the share capital.
By combining Econocom’s industrial power with the agility of its satellites,
the Group offers its customers comprehensive, tailor-made solutions and
integrated throughout the digital value chain. As their digital challenges
evolve, Econocom offers them solutions that are made for them rather than
solutions they will find everywhere.
CYBER SECURITY
MICROSOFT
APPLE
ASYSTEL ITALIA EXAPROBE
ASYSTEL ITALIA INFEENY TRAMS
ENERGY NET TRAMS
ASP SERVEUR BIZMATICA SYNERTRADE
TRAMS
APPS & CLOUD
ASYSTEL ITALIA ASP SERVEUR BIZMATICA
EXAPROBE TRAMS
INFRASTRUCTURE
& NETWORKS
ASYSTEL ITALIA BDF BIZMATICA DMS
ENERGY NET TRAMS
MOBILITY
ALTABOX ASYSTEL ITALIA BDF
DIGITAL SIGNAGE
& MULTIMEDIA
BIS|ECONOCOM
CONSULTING
BIZMATICA HELIS TRAMS
2021 annual report
11
01 business model
the group's satellites
12
2021 annual report
business model 01
responsible digital entrepreneur: our csr manifesto
4. Responsible Digital
Entrepreneur: our CSR manifesto
Digital technology is everywhere. Digital technology is made for everyone.
Digital technology is a common good.
It constitutes a great means of communication, a chance that makes our
life flow, for smoother interactions may they be personal or at work.
It is that hope we rely on to transform society, to make it more sustainable,
fair and positive - a better place.
It is also that constant revolution, made of priorities which may be
somewhat conflictual at times, because it must:
enable ecological and digital transformations, adapt to changes in the
workplace, and more broadly in lifestyles, etc. and at the same time,
ensure a seamless control over its carbon footprint or the sudden
emergence of new refurbishment channels;
build the future, together with the huge challenges that will no doubt
trigger disruptive innovation and new types of liberty… and at the same
time put up walls to guard against new forms of attacks;
produce the societal transitions inherent to our era, by unlocking value
creation no matter where it comes from, through social or local initiatives,
encouraging collaborative citizen approaches and at the same time ensure
that the technology never excludes anyone, and always guarantee fairness
through equality, inclusion and governance.
Anticipate and manage these complex requirements, transforming
digital as it transforms society ultimately translates into taking action
with the fierce determination of an entrepreneur:
because a winning and creative mindset is part of our DNA and drives our
expansion;
because the intellectual and human commitment of our talent is
matched only by our obsession with pragmatism, useful digital technology
and sustainable value creation;
because we are the first European Digital General Contractor, we
integrate into our expertise all the worlds that hold the digital galaxy
together;
because our ambition has always been to build the future, we are now
accelerating towards what will make it more impactful and responsible.
2021 annual report
13
01 business model
2021 key figures
5. 2021 key figures
Consolidated revenue (in € millions)
2021
2,505
2020 restated (1)
2,521
Revenue by business
20.6%
Products & Solutions
Technology Management & Financing
Services
2021
42.6%
36.8%
Profit (loss) from current operating activities(2) (in € millions)
2021
135.7
2020 restated (1)
119.6
Profit (loss) from current operating activities by business
31.3%
39.4%
Products & Solutions
Technology Management & Financing
Services
2021
29.3%
(1) In accordance with IFRS 5, 2020 income and expenses of operations considered discontinued in 2021
are reclassified to “Profit (loss) from discontinued operations” in the 2020 income statement. In
addition, the 2020 consolidated income statement is impacted by the reclassification of factoring and
reverse factoring costs, which are now presented in profit (loss) from current operating activities.
(2) Before amortisation of intangible assets from acquisitions.
14
2021 annual report
business model 01
2021 key figures
Shareholders’ equity (in € millions)
2021
2020
444.3
473.0
483.9
2019
Net financial debt (in € millions)
2021
2020
2019
66.8
(20.2)
252.2
Breakdown of staff at 31 December 2021
Holding and support functions
Technology Management
& Financing
225
Sales agents
672
131
Products & Solutions
1,513
Services
5,656
in
16
8,197
countries
employees
2021 annual report
15
01 business model
performance and share capital
6. Performance and share capital
Ownership structure at 31 December 2021
Shareholdings of Company
subsidiaries
Market
capitalisation
8.04%
at 31 December
€680m
Treasury shares
8.74%
Number of shares
outstanding
222,281,980
Companies controlled
by Jean-Louis Bouchard
Public
43.12%
40.10%
Basic earnings per share (in €)
2021
2020
2019
0.34
0.22
0.20
Recurring earning per share (in €)
2021
2020
2019
0.42
0.31
0.32
Dividend per share (in € cents)
2021
2020
2019
2018
14.0
12.0
12.0
12.0
Refund of issue premium
The Board of Directors will ask the General Meeting of 31 March 2022 to approve
the repayment of the issue premium equivalent to paid-up share capital in the amount
of €0.14 per share.
16
2021 annual report
business model 01
performance and share capital
Change in the share price
Highest
Lowest
Last
(in €)
Average daily volume of
shares traded
Year
(in €)
(in €)
2019
4.01
2.0
1.37
2.43
2.46
3.65
210,320
254,437
188,477
2020
2.88
2021
3.94
2.37
Change in market capitalisation
221
222
601
209
357
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
Number of shares held* (in millions)
Average annual market capitalisation (in € millions)
Shareholders’ agenda
The Econocom Group share is
listed on the Eurolist market
(Compartment B) of Euronext
Brussels and is included in the Bel
Mid and Family Business indices
31-03-2022
Annual General Meeting
14-04-2022
Release of 2022 first quarter revenue
after trading
ISIN Code: BE0974313455
26-07-2022
Release of 2022 half-year results
after trading
28-07-2022
Meeting to review the 2022 half-year
results
Real-time financial information:
13-10-2022
Release of 2022 third quarter revenue
after trading
*
Adjusted after the share split in June 2017.
2021 annual report
17
01 business model
governance
7. Governance
At 31 December 2021
Board of Directors
Chairman and managing Director
Econocom International BV
represented by Jean-Louis Bouchard
Jean-Louis
Bouchard
Robert
Bouchard
Vice-Chairperson
Robert Bouchard
Véronique
Bruno
Grossi
Non-executive Directors
Robert Bouchard
di Benedetto
Véronique di Benedetto
Bruno Grossi
Jean-Philippe Roesch
Jean-Philippe
Roesch
Adeline
Challon-Kemoun
Independent Directors
Adeline Challon-Kemoun
Marie-Christine Levet
Eric Boustouller
Marie-Christine
Levet
Éric
Boustouller
18
2021 annual report
business model 01
governance
Executive Committee
Econocom International BV
represented by Jean-Louis Bouchard
Chairman and managing Director
Angel Benguigui Diaz
Jean-Louis
Bouchard
Managing Director
in charge of day-to-day management
Laurent Roudil
Managing Director
in charge of day-to-day management
Angel
Laurent
Roudil
Benguigui Diaz
Eric Bazile
Group Chief Financial Officer
Chantal De Vrieze
Country Manager Benelux
Philippe Goullioud
Éric
Chantal
Bazile
De Vrieze
General Manager
Products & Solutions France
Samira Draoua
General Manager Technology
Management & Financing France
Philippe
Samira
Draoua
Goullioud
Statutory Auditor
EY Statutory Auditors SRL
represented by Romuald Bilem
2021 annual report
19
01 business model
20
2021 annual report
02
group
overview
1. Group history
5. Corporate governance
22
24
26
53
5.1. Board of Directors
2. Econocom Group structure
and Advisory Committees
5.2. Conflicts of interest
5.3. Biographies of Directors
53
65
66
3. Group positioning
3.1. The Technology Management
& Financing activity
27
29
31
6. Research and development
7. Main investments
69
70
3.2. Products & Solutions
3.3. Services
3.4. Digital solutions offered by
Econocom Satellites
3.5. Combination of Planet
and Satellite know-how
7.1. In 2019
7.2. In 2020
7.3. In 2021
70
70
70
34
46
49
49
8.Additional information
72
4.Financial position and results
8.1. Legal and arbitration proceedings
8.2. Major contracts
72
72
4.1. Highlights of the past three years
4.2. Consolidated data for the year:
comparison between 2021, 2020
and 2019
50
52
4.3. Equity restrictions
2021 annual report
21
02 group overview
group history
1. Group history
1974
In 2007, the Group doubles its capacity in
Italy with the acquisition of Tecnolease, an
Italian company specialising in computer
hardware leasing.
Jean-Louis Bouchard founds the Group
under the name Europe Computer
Systèmes (ECS) in France.
2008
1985
Acquisition of Databail,
infrastructure financing company.
a French IT
Jean-Louis Bouchard sells his stake in
ECS France to Société Générale but buys
back all the foreign subsidiaries.
Meanwhile, he acquires Econocom, an
American SME. The subsidiaries and
Group are renamed “Econocom”.
2009
Opening of a nearshore remote service
facility in Rabat, Morocco.
2010
1986
Econocom acquires ECS from Société
Générale and becomes the number one
company in Europe in administrative
and financial management.
Econocom Belgium is listed on the
Second Marché of the Brussels Stock
Exchange.
1993
2013
The acquisition of Asystel Belgium makes
Econocom Distribution the leading IT
distributor in Benelux.
Econocom merges with Osiatis group,
thus making decisive headway in the
digital services market. As a result of this
acquisition, Econocom earns almost
€2.0ꢀbillion in proforma revenue, including
1996
Econocom is listed on the Premier
Marché of the Brussels Stock Exchange.
€650 million
in
business-to-business
digital services. The Group now employs a
workforce of more than 8,000 people in
20 countries.
2000
Following the public exchange offer on
Infopoint group, Econocom is listed on
the Second Marché of the Paris Bourse.
The Group diversifies by establishing
Econocom
convergence between IT and telecoms.
2014
Econocom Group issues €175 million
worth of bonds convertible into cash
and/or new shares and/or exchangeable
for existing shares (ORNANE), due to
mature in 2019. The proceeds from this
issue are used to strengthen Econocom’s
financial resources, particularly in the
context of its Mutation strategic plan.
Telecom,
anticipating
2001
The Group employs 2,000 people.
2002
Acquisition of Comdisco-Promodata in
France (administrative and financial
management of IT assets).
2004/2007
The Group steps up the pace of its
development in the telecoms market
with the acquisition of Signal Service
France, the corporate activity of Avenir
Telecom, followed by the corporate
division of The Phone House France.
22
2021 annual report
group overview 02
group history
2015
operations are carried out in the first half
of the year to supplement the existing
positions in Services in Italy (BDF) and in
Spain (Altabox). The new management’s
focus in the second half of the year on
reducing working capital requirements
allows for cash generation to be bettered
and net debt reduced.
Econocom is included in the Tech
40 index, selected by EnterNext from
among 320 listed European high-tech
equities. In May, Econocom invested in a
Euro Private Placement (Euro PP) of
€101 million. It was in two tranches with
maturities of five and seven years, paying
interest
respectively. This helps strengthen,
diversify and disintermediate the
Group’s financial resources while further
optimising the financial conditions of its
borrowings. Econocom Group becomes
of
2.364%
and
2.804%
2019
The satellites Jade and Rayonnance are
sold and several other non-strategic
activities are identified in order to be
sold or closed. At the same time, the
Group launches a major cost savings
plan of €96.5 million spread out over
three years, with thirty million already
saved in 2019.
a
European
company
(societas
europeae) on 18 December 2015 to
reflect its European identity and
ambitions.
2020
2016
In line with the initiatives launched in
2019, the Group continued to streamline
its business portfolio. The subsidiaries
EBC (Econocom Business Continuity)
and Econocom Digital Security were
sold. The Group is also making progress
in finalising the implementation of its
cost savings plan begun in early 2019. At
the same time, the Group continued its
strong debt reduction strategy to reach
a net cash position of €20 million at the
end of 2020, in line with the target set
two years ago.
Econocom
10,000 people.
Econocom Group took advantage of
favourable market conditions to launch
now
At
employs
end-November,
over
a
Schuldschein loan issue (private
placement under German law) in a total
amount of €150 million, thereby
increasing its financial resources. During
the year, Econocom continued its
original “Satellites” external growth
strategy, acquiring either directly or
through its subsidiary Digital Dimension.
2017
2021
In April, Econocom completes the early
conversion of its January 2014 ORNANE
bonds due in 2019, boosting equity by
€183 million. The Group meets the
targets set in 2012 for the Mutation
strategic plan (doubling revenue and
profit from current operating activities)
and presents its new five-year strategic
plan “e for excellence”.
Bolstered by a strengthened financial
structure and sharply lower operating
costs, the Econocom Group has, in 2021,
resumed
a
strategic segment- and
country-based acquisition policy. The
Group's ambition is to speed up
acquisitions in its Services business in
France, in its Products
& Solutions
business in the UK and Spain, and in its
Technology Management & Financing
business in France and in Germany. In
Seven acquisitions are made.
2018
this context, Econocom acquired
majority stake in Trams Ltd in the United
Kingdom, recognised player in IT
distribution in the UK.
a
The Group employs 10,700 people.
Econocom secures its financing by
a
issuing
a
convertible bond debt
(OCEANE) for €200 million in March and
maturing in 2023. Two external growth
2021 annual report
23
02 group overview
econocom group structure
2. Econocom Group structure
BENELUX
FRANCE
Econocom Group
Econocom Finance
SNC
Digital Dimension SAS
ASP Serveur SAS
Econocom SAS
Econocom Managed
Services SA/NV
Econocom Product &
Solutions SAS
Econocom Infogérance
Systèmes SAS
Econocom Lease SA/NV
Atlance SA/NV
Infeeny SAS
Econocom Luxembourg SA
Econocom Apps
Cloud & Data SAS
Econocom Products
& Solutions Belux SA/NV
99.48%
Alcion Group SA
Econocom PSF SA
63.02%
Helis SAS
Econocom Ré
Econocom France SAS
Econocom Financial
Services International BV
Atlance SAS
LeasExplorer SAS
Leaseflow SAS
Econocom Nederland BV
AVS Holding BV
BIS Nederland BV
AplusK BV
Atos Finance
Solutions SAS
Econocom Public BV
Les Abeilles SAS
80%
Econocom Managed
Services BV
Exaprobe SAS
Percentages are not given for wholly owned subsidiaries. Subsidiaries with little or no activity are not included.
24
2021 annual report
group overview 02
econocom group structure
NORTHERN & EASTERN
EUROPE
SOUTHERN EUROPE
AMERICAS
Econocom Digital
Finance Ltd
Synertrade
Grupo Econocom
Espana SLU
Econocom Mexico
SA de CV
Econocom Ltd
Econocom Nexica SL
60%
Econocom
Corporation
Trams Ltd
80%
Altabox SA
Econocom
Polska Sp. z.o.o
Econocom
Canada Inc.
Econocom
Products & Solutions SA
Econocom
Switzerland SA
Econocom Servicios S.A
40%
60%
Econocom SA Espagne
Econocom Location
Maroc SA
71.7%
70%
Econocom International
Italia SpA
28.3%
Econocom Deutschland
Holding GmbH
Asystel Italia SpA
BDF SpA
Econocom
Deutschland GmbH
Energy Net GmbH
Bizmatica Sistemi SpA
Econocom Czech
Republic S.r.o
Econocom International
Romania SRL
Aciernet USA
2021 annual report
25
02 group overview
group positioning
3. Group positioning
Econocom is the “one digital
company
A unique development model
In addition, its unique development model,
the Galaxy (made up of the Econocom
“Planet” with its three historic and
complementary business lines and its
“Satellites”, with advanced skills embodied by
expert and autonomous SMEs), helps put
Econocom at the forefront of key areas such
as security, digital solutions, cloud, network
infrastructure, etc.
As
general contractor, Econocom conceives,
finances and facilitates the digital
the
leading
European
digital
transformation of large firms and public
organisations.
With operations in 16 countries, Econocom
is the only European company to cover all
of the core business lines of digital:
equipment, services and financing.
This relational and organisational system
addresses the challenges of the digital
revolution. This revolution forces organisations
Whatever the scope of the project
(France/international), Econocom provides
its clients with end-to-end assistance and
coordinates all aspects of their digital
transformation.
to operate in
a
different way, with
collaborative and transversal organisations
that take priority over hierarchical and vertical
structures.
As digital jobs are becoming increasingly
complex, our goal is to help them make the
The five pillars of the Econocom offer
derived from this unique model are:
right
technological,
financial
and
organisational choices. Sustainable choices
that meet the needs of their end users.
Technology Management
activity (see chapter 3.1);
& Financing
Products
chapter 3.2);
&
Solutions activity (see
The strengths of the Group
Econocom Group stands out from its
competitors thanks to:
the Services activity (see chapter 3.3);
the digital solutions of the Satellites
(Cybersecurity, Microsoft, Apple, SaaS &
Cloud, Infrastructure & Networks, Mobility,
Digital Signage & Multimedia, Consulting)
(see chapter 3.4);
49
years
experience
in
business
infrastructure management;
a
unique combination of expertise
coupling financial innovation with
technological expertise;
the combination of Planet and Satellites
expertise: “horizontal” transversal offers
(see chapter 3.5).
its independence from IT hardware
manufacturers, telecom operators, software
vendors and financial companies;
its presence in 16 countries, mainly in
Europe.
26
2021 annual report
group overview 02
group positioning
3.1.2. ECONOCOM: À LA CARTE
3.1. The Technology
Management & Financing
activity
3.1.1. A GROWING RENTAL MARKET
IN 2021
FINANCIAL SOLUTIONS
A pioneer in leasing, the Econocom Group
generated 36.8% of its 2021 revenue through
Technology Management & Financing. Today,
the offer responds, more than ever before, to
companies’ expectations regarding financing.
While 30% of them believe that the lack of
financial resources is the greatest obstacle to
their digital transformation, Econocom offers
a wide range of adapted financial solutions.
These solutions enable them to fast-track the
completion of projects (connected devices,
mobility, business hardware, IT & multimedia,
After a decline of 4% in 2020 due to the
health crisis, the rental market returned to
growth in 2021 with an estimated revenue
increase of 3%. This increase can be
explained by three complementary
factors.
1) A cash flow requirement
industry
hardware,
energy, etc.),
while
The finance lease model helps to preserve
cash flow and optimise expenses over time.
The Sales & Leaseback offers also made it
possible to generate immediate cash
contributions.
meeting the financial, operational and
environmental constraints of the players and
business lines involved (CFOs, CIOs, CSR,
Purchasing…).
Econocom brings down financial barriers
for the development of companies with an
offer of agile and flexible financial leases
that enables them to keep control over
their expenditure.
2) An enhanced range of services
The
actions
undertaken
by
leasing
companies to provide an enhanced range of
services (including financing, distribution,
maintenance in operational conditions,
end-of-life management, etc.) have enabled
companies that have chosen to do so to
focus on their core business.
Financing projects
Access to the digital world and, more
generally, to technologies which enable
companies to develop, is often hampered
by their ability to value their ROI and to
match the economic benefits with the cost
of implementation.
3) Leasing boosted by environmental
stakes
Climate and environmental stakes are central
to customer concerns. This has led to the
development of the leasing model, which
relies on an organised and structured reuse
and recycling channel. This model allows
companies to rely on specialists for the
responsible and sustainable management of
their equipment.
To meet these new challenges, Econocom
is constantly expanding its financing offer
to provide companies with tailored
solutions while keeping their budgetary
framework under control. These solutions
are now perfectly applicable to customers’
projects (digitisation of points of sale,
traceability of goods, mobility, etc.) and to
their businesses.
2021 annual report
27
02 group overview
group positioning
360° financing: the asset financing
solution for technological, industrial and
BuyBack: the service for managing
end-of-life equipment by collecting,
up-cycling and reusing equipment.
energy
investments
in
line
with
operational and financial needs.
Reducing the environmental footprint
Sale and Leaseback: the financial lease
solution to benefit from cash
The energy transition is one of the short-
and medium-term ambitions of all
companies and local authorities, particularly
as governments adopt laws to combat
global warming.
a
contribution while optimising financial
ratios.
Channel: the sales financing solution
adapted to partners to optimise their cash
flow, increase their sales and accelerate
their growth.
The objectives of companies and local
authorities in the energy transition remain
the same: to reduce the energy consumption
of their buildings, contribute to the reduction
of greenhouse gases, find new overall
solutions to control energy and contribute to
the production of renewable energies.
Because if achieving targets is critical over
the long term, the short term priority is to
save money.
Optimising the life cycle
In this era of the digital revolution,
technological innovations are ever more
frequent and nearly a constant renewal of
companies' digital resources in order to
remain competitive by offering the best
features to customers/users.
The lease model is by definition a circular
economy and environmental footprint
reduction model with shared use of
equipment. Equipment is returned at the
end of the lease by a user and then reused
by another user. The environmental impact
of leased digital equipment is allocated to
each user pro rata to their time of usage.
For more than 45 years, Econocom, as a
responsible digital entrepreneur, collects
and recovers nearly 450,000 pieces of IT
equipment to give them a second life.
In addition, the uses of employees and
customers are evolving with increased
requirements in terms of responsiveness,
ergonomics and simplicity: users become
the genuine decision makers in the adoption
of a technology and how it impacts their
day-to-day work. In this context, companies
are under pressure to find the right balance
between technological choices, operational
efficiency and cost control.
Econocom adresses this issue by offering a
complete range of modular solutions that
meet the technological needs of its
customers.
Green & Energy: the consulting service
and financial lease solution to roll out
energy performance projects and reduce
energy consumption.
Lifecycle management: an interactive
portfolio management portal to manage
the entire life cycle of assets, to process
administrative flows, financial flows and
operational flows.
EcoBuilding: the energy management
service for buildings to accelerate the
transition through data intelligence.
EcoTwice: the solution to give employees
the opportunity to buy their own
professional equipment.
28
2021 annual report
group overview 02
group positioning
EcoCarbon: the solution to support IT &
Digital Departments in measuring,
3.2. Products & Solutions
3.2.1. A MARKET IMPACTED BY THE
HEALTH SITUATION AND GLOBAL
SHORTAGES OF COMPONENTS
reducing and offsetting the environmental
footprint for a fully Responsible Digital
approach.
An IT market impacted by the crisis
EDFL: the solution for financing the most
complex transformation projects
Shortages
of
components,
production
stoppages, lead-times in connection with the
availability of components and shipping costs
were the factors which marked 2021. We have
faced 24 months of shortages in order to
serve customers and users, while the health
crisis has more than ever showcased the
critical need for IT investment and the
digitalisation of companies. As of 2021, the
strong uptrend in global demand for IT
equipment, particularly in the education
segment, to equip pupils and students as well
as schools, increased demand from 250 to
400 million units.
In order to fast-track the roll-out of its most
advanced digital solutions, Econocom set up
a specialised unit in 2014 that gives it the
capacity for financial innovation. Econocom
Digital Finance Limited (EDFL) is
a
dedicated, centralised unit specialising in
risk management and financing solutions. It
offers specific expertise in transaction
security
and
non-standard
contract
financing. Through EDFL, Econocom has
been able to boost its independence and
refinancing capacity.
Long lasting product shortages
Competition
In January 2020, the impact on product
availability was tangible due to production
stoppages in Asia as a result of the virus. We
have faced an additional 12 months of
shortages in order to serve customers and
users, topped by a new issue relating to
transport. From production stoppages to
shipping, the availability of containers,
unloading time such as the Suez Canal
blockage incident impacted deliveries and
transport prices (container cost multiplied by
eight over 18 months). The Econocom teams
were heavily involved in optimising these
flows, upstream at the product manufacturing
site, for which air freight or rail was possible to
ensure deliveries adapted to customer needs.
Econocom has a unique position in its market,
with no directly comparable competitors. Its
competitors are, for the most part, either
general or independent leasing companies,
or specialist
subsidiaries
of
hardware
manufacturers or bank subsidiary leasing
companies. These companies do not share
Econocom Group’s same characteristics of
independence or technological specialisation,
while independent competitors do not have
distribution and service activities. Finally,
Econocom is large enough to guarantee
sustainability and a balanced force to its
customers, compared with major hardware
manufacturers and players in the digital
sector.
2021 annual report
29
02 group overview
group positioning
First trends for 2022
Sales in terms of volume and value will
continue to increase, with production
priorities being on this last segment. The
supply chain constraints are set to last.
Demand for mobile equipment will remain
high due to hybrid work and continuous
investments by the public sector, particularly
in education. For example, hybrid work
triggers the need for laptops at home,
headsets, additional screens and other
accessories for increased productivity. While,
office workspaces are equiped with meeting
Regarding financing methods through
contracts or plans, these types of sales are
growing for paper printing, cloud and
software consumption and already new or
recycled
equipment.
Because
these
operating procedures used for processing,
monitoring and invoicing orders are new,
these require adapted business tools.
The education sector, the deployment of
mobility solutions and 5G, the evolution of
solutions for a Modern workplace, recycling
and subscriptions contribute to the
uptrend of the IT business. On the other
hand, the presidential elections (May 2022
in France) often translate into a certain
slowdown in orders, in public and private
sector investments.
room,
digital
signage
and
video
conferencing, etc., to meet the expectations
of collective intelligence (collaboration,
creativity, etc.).
The priority will be given to finding
alternative “off-the-shelf” products which
are available through wholesalers and
logistics platforms over current BTOs (Build
to Order) so as to provide equipment rapidly
with BtoC deliveries and “Zero Touch”
deployment and integration solutions.
3.2.2. ECONOCOM, A PRODUCT
SERVICE COMPANY
The quality of the equipment made
available to each user does not determine
its overall efficiency. However, from the
comfort of a workstation, the performance
of the tools and the quality of the
connections critical to maintain the link, it
does make a significant contribution.
Extending equipment life is becoming a real
need, through additional levels of services to
supplement manufacturers' warranties (Hot
Line, spare parts, extended warranties and
services),
choosing
more
“high-end”
The keys to success with our customers
products, which are more available, have a
longer useful life, are less subject to
breakdowns and have a higher trade-in
value.
A dual requirement in terms of quality: for
Econocom, the quality of the equipment,
relies on both innovation and adaptation of
products to needs as well as know-how for
their deployment, commissioning and
maintenance at full capacity. This dual
requirement gives full meaning to
Econocom Products & Solutions and its
Recycled products or products made from
recycled
components
are
booming,
sometimes for budgetary reasons, but
especially due to the CSR commitment of
companies. This approach follows a different
path, with adapted distribution processes
where customers become suppliers, with
specific know-how: collection of unpackaged
products, audit, data erasure, software
updates, memory upgrades, hard drive,
commitment:
providing
operational
excellence in the supply of Products &
Solutions, while meeting user requirements
(comfortable
workstations,
high
performance tools, quality connections,
operational maintenance, etc.).
reconditioning, warranty, taxes
– private
copying, upcycling, resale, carbon footprint
certificates, etc.
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2021 annual report
group overview 02
group positioning
End-to-end
coordination:
Econocom
the after-sales service, based on
Products & Solutions coordinates and takes
an end-to-end responsibility for a project,
from the supply of IT and mobile equipment,
to installation and maintenance. Econocom
can also leverage synergies with the Group’s
other activities, in particular to offer
tailor-made financing for projects or
solutions for the recovery and processing of
old equipment.
online support and large inventories;
collection, recovery and recycling of
old equipment in an environmentally
friendly approach which promotes
the circular economy;
financing plans, with a wide range of
solutions, including the collection of
the IT asset base or utilisation-based
invoicing for example.
The ecosystem of manufacturing partners:
with a catalogue of over 200,000 products,
Econocom relies on its ecosystem of
manufacturing partners (including Lenovo,
Apple, HPinc, Dell Technologies, Microsoft,
Samsung, for the major players among more
than 2,000 in operation) for the supply and
brings a suite of additional services, based
on product life cycle.
3.2.3. MAJOR FRENCH PLAYER
IN DISTRIBUTION
In a still dynamic and competitive market
with more than 14,000 IT resellers in France,
Econocom remains among the leaders in
the distribution market in 2021.
In the European market, the Group competes
with Computacenter, SCC, Bechtle, Axians,
Insight, Softwareone or Realdolmen.
Co-development with customers: the
Products & Solutions activity has co-built a
number of services to increase the
efficiency of remote working:
In this complex context, Econocom Products
&
Solutions acts as a “one-stop shop”,
assisting its customers from end-to-end and
working to develop digital uses to emphasise
their importance and make them more
attractive while keeping up with increasing
needs and with the increasingly complete life
cycle of computer and telecom equipment.
the one-stop shop, where the
Company benefits from a single point
of contact and invoicing for the
provision of
a
laptop, possibly
additional accessories, a printer, office
software and consumables;
the online catalog, to enable
companies to create their own
customised configuration by getting
access to major brands;
3.3. Services
3.3.1. GLOBAL MARKET REBOUND
OF 3.4%
delivery and commissioning, including
at home of the end user;
According to IDC, the global IT services
market jumped 3.4% in 2021 after a decline in
2020 of more than 1.1% due to the pandemic.
The firm is optimistic for the next years,
forecasting an annual increase of 3.8% to 4%
in 2023 and 2024. Europe is also enjoying this
improvement, with growth expected to
exceed 3%.
the immediate and controlled
availability of professional software,
which is automatically installed once
the person has been authenticated
via the "zero touch" deployment;
2021 annual report
31
02 group overview
group positioning
For France, the market analyst firm PAC
Tecknowlogy confirmed this rebound with
an IT market of €34 billion in 2021, i.e. up
+4.6% compared to 2020. These increases
varied form one IT business line to another:
for application services (€17.4 billion) the
rebound was even more spectacular (+5.7%
in 2021 vs. 2020) while 2020 had been a
challenging year, due to the discontinuation
of many projects deemed not to be a
priority in the face of the pandemic. For
infrastructure services (€14.8 billion), the
increase of +3.3% remained high despite a
less significant decline in 2020.
Our 5,656 employees in Services, present in
ten countries, operate in three main areas:
the user environment, cloud services,
infrastructure and hybridisation, and the
modernisation of applications and data.
User environment
To meet this challenge, Econocom offers
consulting services to its customers, the
implementation, support for adoption and
ensures the availability of collaborative
environments, as part of continuous
improvement and innovation approach.
To do this, Econocom designs, integrates
and manages the entire digital user work
environment, typically known as Digital
Workplace, and covering the following areas:
Digital transformation projects are the key
growth drivers. Again according to PAC, for
the application area, the consulting services
market was up +8.5% in 2021 and that of
integration by +6.2%. For infrastructure,
consulting was up 7.7% and integration
7.4%.
cloud-based collaboration and productivity
solutions;
managed user devices;
Unsurprisingly, the cloud is one of the most
popular IT areas. It has now widely penetrated
most companies. A recent PAC study shows
that 67% of respondents use the cloud, in one
of its three forms, SaaS, IaaS and PaaS. On the
other hand, most companies trust several
cloud suppliers, may these clouds be private
or public; a trend known as multi-cloud.
digitalised service desk;
reinvented convenience services.
In particular, in 2021 Econocom further
transformed the way it delivers its support
services to users. The service desk, for
example,
has
been
enhanced
with
innovative features based on artificial
intelligence mechanisms, thereby increasing
user satisfaction through faster and better
processing.
As for the job market, hiring and retaining
talent has never been so strategic to
support this strong upturn in activity. With a
structurally insufficient number of graduate
students, it is absolutely essential to show
initiative and innovation to stand out from
the crowd.
Moreover, in 2021 Econocom remained
leading player in the users’ outsourcing
market in France (Teknowlogy/PAC 2021
ranking) for the fifth straight year and
continues to support large French and
global companies in the transformation of
their digital environment.
3.3.2. THE THREE PILLARS OF
THE GROUP’S SERVICE OFFERING
The Services activity of the Econocom Group
is developing personalised services to
complement its customers’ digital projects
and quickly meet their business needs.
In addition
with its Infeeny brand,
a Microsoft pure player – Econocom provides
end-to-end services, consulting, integration
and managed services, to provide a high
level of expertise based on the software
vendor’s innovative solutions such as
Modern Work, Modern App and Move to
Cloud.
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2021 annual report
group overview 02
group positioning
The proximity of Econocom experts with
software vendors allows us to access new
or innovative functionalities from beta
versions, test them and acquire all the skills
necessary to offer them to our customers at
the right time and with confidence.
Cloud, infrastructure
and hybridisation
According to
a
2021 study by PAC
Teknowlogy, the French cloud is worth more
than €19 billion and will increase by 19.7% on
average each year between 2020 and 2024.
Econocom Apps, Cloud & Data
Companies therefore favour the cloud in all
its forms, whether IaaS, PaaS or SaaS or
whether private or public. The main trend is
the multi-cloud and the hybrid cloud, which
consists of choosing several cloud suppliers
(AWS, Microsoft or Google) and several types
of cloud.
At the heart of the information system,
the application represents much more
than a lever for development, it is a driver
for innovation, differentiation and even
disruption for the Company in its market.
Today when we talk about applications,
the issue is no longer availability but the
performance and quality of the user
experience.
However, they have to deal with their current
work environment, including so-called
“legacy” applications and infrastructures that
are often installed locally in their own area
datacentre. The ability to manage local
infrastructure and multi-cloud at the same
time is called hybridisation.
In fact, it is no longer sufficient to approach
these projects from the sole perspective of
development. It is also necessary consider
the choice of the underlying platform, the
valuation of the data, security and integrity.
Not to mention that the applications are
interdependent with information systems,
whether those of the Company or third
parties.
The key to success for transformation
therefore lies in the ability of the IT
Department to implement a global and
effective governance for the migration
project towards the cloud while keeping its
Legacy applications operational and/or by
upgrading them.
To support CIOs in their application
portfolio development projects, Econocom
has designed an offer based on three
complementary pillars:
To best manage its customers’ infrastructures
with a high level of security, Econocom’s
service centres have adopted
a
major
management tool called Azure Arc from
Microsoft.
modern applications;
modern platforms;
data valuation.
Econocom transforms, implements and
optimises the IT services of its customers by
complying with the new market trends,
particularly hyper-automation and the hybrid
cloud:
To guarantee the efficiency of this model,
Econocom adopts structuring
methodological approach, called DevOps
(Development/Operation). It consists in
designing and managing the development
a
the Move to Cloud;
Cloud Managed Services;
security and compliance;
governance.
of
the
application,
its
integration,
deployment, operation and maintenance of
the infrastructures as an overall project.
The principles of DevOps advocate shorter
development cycles and an increase in the
frequency of deployments and continuous
automated deliveries.
Thanks to strong partnerships with
Microsoft and AWS and also with Google,
our cloud architects assist our clients in the
definition and implementation of cloud,
hybrid or multi-cloud environments that
are secure, reliable and efficient.
2021 annual report
33
02 group overview
group positioning
In addition, Econocom assists its customers
in the valuation of data, enabling them to
and insurance services also provided at our
premises. The actions and measures taken
to combat cybercrime in 2017 were
extended across all the Group’s business
lines, with the blanket rollout of a series of
security measures to protect workstations,
the strengthening of Information Systems
Department security expertise within the IT
Department, and the creation of mandatory
awareness training for Services employees
via MOOCs (Massive Open Online Courses).
generate
economic
and
competitive
advantages. This involves collecting, storing,
transforming and then reproducing in the
form of ad hoc representations that provide
recipients an optimal understanding of the
information required for decision-making in
their respective businesses.
Through its Services activity, Econocom
provides its customers with solutions tailored
to their transformation projects, covering
infrastructure, data and applications, across
3.4. Digital solutions
offered by Econocom
Satellites
the
entire
value
chain
(consulting,
implementation and management, and
continuing improvement).
Launched in 2014, the Satellite model
enables Econocom to rapidly take up a
position on buoyant markets, (cybersecurity,
cloud, mobility, etc.). Econocom Satellites are
innovative SMEs, whose areas of expertise
correspond to the strategic challenges of
digital transformation today. In 2021, they
accounted for 25.5% of the Group’s revenue.
3.3.3. ECONOCOM: FRANCE’S
7
TH LARGEST DIGITAL SERVICES
COMPANY
Ranked as France’s 7th largest digital services
company in 2021(1), Econocom competes with
companies like Capgemini, Orange, IBM,
Atos and Accenture on the services market.
But unlike these competitors the Econocom
Group is the only one to combine
distribution, management and associated
financing services as well as the digital
solutions of its other brands.
3.4.1. CYBERSECURITY
3.4.1.1. A critical issue, a dynamic
market
A recent survey conducted by CSO magazine
on corporate cybersecurity priorities revealed
that 44% of Chief Information Security
Officers (CISOs) expect their budgets to
increase over the next twelve months. They
were 41% to make the same forecast as part
of the 2020 edition of this annual survey. 54%
of people surveyed said on the other hand
that they expected their budgets to remain
unchanged for the coming year. Only 2% of
them anticipate a decrease, which is much
lower than the 6% that saw their expenses
fall from 2020 to 2021.
3.3.4. ECONOCOM: ISO 27001
CERTIFIED
IT security is
a
major challenge for
Econocom and the Group continues to
make progress in this area. The Group has
been ISO 27001(2) certified since 2016. This
certification is the world’s most widely
recognised information systems security
standard. This certification mainly covers
service centres services provided at our
premises and telecoms, transport, banking
(1) 2020 revenue – Numeum/KPMG study.
(2) ISO standard 27001 concerns security and information management systems and helps organisations.
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2021 annual report
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Other studies show similar trends.
According to PricewaterhouseCoopers
Trends determining budget allocation
Sam Rehman, the CISO of the North
American company EPAM Systems, said
that the cybersecurity budgets for 2022
reflect the ever-growing interest of the rest
of the management teams and boards of
directors in the protection strategy of
information systems. This is confirmed by
the PwC report: “Organisations are aware
that risks are increasing. More than 50% of
them expect an increase in incidents next
year, more than in 2021”.
(PwC) Global Digital Trust Insights 2022
report, investments are continuing to ramp
up in cybersecurity, with 69% of companies
surveyed predicting an increase in their
cybersecurity expenses for 2022. They are
even 26% to expect a jump of 10% or more
in their investments.
For its part, Gartner estimates that
information security and risk management
expenses will total $172 billion in 2022,
compared to $155 billion in 2021 and $137
billion the previous year.
Sam Rehman claims that the volume of
attacks is only one of the factors driving
many companies to increase their
cybersecurity expenses. Executives are also
seeing the significant impact that breaches
of IT systems can have, and how the easy
money from attacks in the era of
Despite the expected increase in the
amounts made available to them, the
CISOs will not have extravagant financial
resources. They, together with executive
advisers, say that security services need to
continue to show that they are getting a
good return on investment, have a genuine
impact on operations and, ultimately,
improve the level of IT security in their
organisations.
anonymous
cryptocurrencies
keeps
hackers motivated.
In response, executives now want to ensure
that they are adequately defending their
companies and can respond appropriately
to an attack. In other words, they are
looking for both protection and resilience.
Evidence that they are beginning to
understand that there is no such thing as
100% effective protection, but that a strong
defence can save time to detect, respond
and recover before significant damage (if
any) is done.
“Companies are aware that risks are
increasing every day, which is why
expenses are ramping up in cybersecurity”,
said Joe Nocera, Head of the Cyber &
Privacy Innovation Institute at PwC.
“Business leaders tell us that they would be
willing to pay any price to avoid being on
the front page of a newspaper for a hack.
However, they do not want to spend a
penny more than necessary and only want
to spend their money in the right areas.
This will require CEOs and CISOs to work
hand in hand”, he further said.
“The
majority
of
organisations
will
significantly
increase
their spending
budget in order to protect themselves and
their clients against cyber-attacks,” adds
PwC's Joe Nocera. At the same time,
security officers report that they feel
pressure from external entities, in addition
to those exerted by management and
Board members, to deliver results. They
hear from customers, business partners
and regulators that safety is also a priority
for them.
According to the PwC representative,
investments in cybersecurity are less about
having the latest technologies and more
about understanding where the company
is most vulnerable. After that investments
need to be prioritised, based on the
likelihood of an attack occurring and the
magnitude of the loss it may cause to a
company.
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02 group overview
group positioning
In the United States, for example, the
Decree of President Joe Biden of May 2021
to strengthen the country's cybersecurity is
one of the factors that has contributed the
most to the increase in budgets made
available to CISOs. This type of regulatory
and legislative action is important for many
companies, as they are required to comply
with the texts in order to continue their
activity in good conditions.
human factor. This is why Asystel Italia has
designed an e-learning solution to promote
the creation of awareness and culture
among users using customised, user-friendly
and dynamic tools.
Focus on Asystel Italia's EclipsOut offer
To address the continuous increase in IT
data breaches, Asystel Italia has designed
and implemented
a
cyber defence
The survey by CSO magazine corroborates
this last point. Its results show that in terms
of cybersecurity priorities, 49% of CISOs
mention that best practices constitute a
determining factor in their expenses. The
same proportion of them say that
compliance and regulation are determining
factors. Next on the list comes the need to
address the changing risks posed by
changing workforce or business dynamics,
particularly hybrid and remote working
(41%); the importance of preventing risks
resulting from digital transformation such as
the migration to the cloud (38%); the need to
respond to a security incident that occurred
in their own organisation (35%); and the duty
to respond to a security incident that
occurred in another company (25%).
and vulnerability management solution:
EclipsOut. EclipsOut identifies leaks in your
security thanks to an agent service that
enables near real-time monitoring. The
vulnerability
management
function
simplifies the management of cyber
defence vulnerabilities.
Exaprobe (France) is a benchmark for
securing companies’ infrastructure and
digital territories
Acquired in 2013, and now housing Cap
Synergy (2012), Comiris (2014), Aciernet (2017)
and So-IT (2021), Exaprobe is a security
systems integrator. It operates in the areas of
IT security, network infrastructures and
platforms for unified communication and the
digitisation of workspaces. Its current
3.4.1.2. The Econocom offer:
business model is based on
a mix of
integration products and services in project
or outsourcing mode. Today, with its
225 employees and a revenue of €285 million
(€205 million in France and €80 million
internationally), Exaprobe has established
itself thanks to its technological expertise and
innovative offers. Following the acquisition of
Aciernet in 2017, Exaprobe has specific
expertise in designing and equipping large
datacentres. The Company benefits from
Asystel Italia, Exaprobe
Asystel Italia (Italy) supervises IT security
through activities of inventory, monitoring,
vulnerability assessment and penetration
test, and remediation.
It offers a set of support services (security
advisory, incident management, threat
analysis, etc.)
and
provides
an
intelligent-driven monitoring service 24/7
for 365 days a year to ensure high and
constant levels of security.
high-level
manufacturers and software vendors (Cisco,
Arista, Check Point, Fortinet, Poly,
Microsoft, etc.).
partnerships
with
leading
However,
monitoring
and
managing
systems is not enough. One of the major
vulnerabilities in companies remains the
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2021 annual report
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group positioning
The market experienced a high degree of
concentration, with the acquisition of pure
players by major DSCs. It should be noted for
example, the acquisition of vNext by Insight,
Azeo by Avanade, AI3 by Talan and Neos-SDI
by Open group.
Focus on Exaprobe’s new Go4Secu offer
To address the booming cybersecurity
market, Exaprobe decided to market
a service offer called Go4Secu.
The purpose of this offer is to offer companies
that do not have sufficient human and/or
financial resources to build their own security
oversight centre (or SOC) to benefit from the
advantages of this service offer.
3.4.2.2. The Econocom offer:
Asystel Italia, Infeeny, Trams|Econocom
Econocom aims to become market leader
with its Infeeny brand
While 91% of companies were the target of
at least one attack in 2020, only 14% of CISOs
(Chief Information Security Officers) believe
that their organisation allows them to be
effectively protected against cybercrime(1)
Budgets allocated to cybersecurity were up
by 63% between 2020 and 2021.
As a historic partner to Microsoft, Econocom
wants
to
accelerate
this
strategic
collaboration by becoming a market leader,
thanks to its Satellite Infeeny, which has a
high level of expertise in Microsoft 365, Azure
.
and
Power
Platform
environments.
Associated with the various business lines of
the Galaxy, particularly distribution, financing
and Run services, Econocom provides
end-to-end offers, a highly-demanded model
by the market, such as DaaS (Desktop as a
Service) or Cloud Managed Services.
Based on the protection of mail flows, web
browsing, privileged access and the client
workstation, this offer is hosted entirely in
the cloud and allows Exaprobe customers
to rely on its expertise to secure their
business as much as possible. Our
philosophy: Protect, Monitor, Govern and
Remedy.
The challenge is to offer all French
companies a team of experts dedicated to
Microsoft technologies to support them in
their digital transformation. This ambition
relates to the Econocom Group’s ability to
take into account all Microsoft technologies
and combine them to turn them into
growth drivers for organisations.
Backed by the most recognised players in
the market – Cisco, Crowdstrike, Palo Alto,
Retarus, Wallix, Go4Secu offers a complete
suite of managed services, and takes over
from its customers to enable them to focus
on their business, and ensure its continuity
over the long term.
End-to-end solutions in line with the
needs of companies
3.4.2. MICROSOFT TECHNOLOGIES
With its Infeeny Satellite, Econocom is
developing a portfolio of end-to-end solutions
in line with the needs in terms of innovation
and agility: modernisation of applications and
data, hosted in Cloud environments (Azure,
M365 and Power Platform) to serve new
3.4.2.1. Market: new business
models are changing the game
The French market for Microsoft technologies
has been transformed by the arrival of new
business models, notably including the
subscription model, that are imposing a
change of approach for partners distributing
the brand.
collaborative
productivity.
practices
and
employee
plus-que-jamais-09-12-2020-2404883_47.php
2021 annual report
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02 group overview
group positioning
Focused on two main areas of expertise
Asystel Italia (Italy): using
a
WaaS
(Windows as a Service) methodology to
manage patch distribution, software centre
distribution and installation, also through a
software centre catalogue, Asystel Italia
designs innovative solutions to address the
needs of new workplace management.
Asystel Italia is also an authorised Microsoft
HoloLens reseller, offering a complete and
value-added proposition in the field of
digital and multimedia area.
One Workplace: because it is critical to
enhance the employee experience, our
offer is to deliver a working environment
adapted to each and everyone, accessible
at any time and from anywhere.
One Cloud Factory: offers designed to
define an agile IT architecture, support the
transition, ensure availability, performance
and evolution.
This end-to-end approach involves support
across the entire project value chain:
consulting, to understand the needs and
define the target environment, piloting to
test before implementation, integration and
then managed services as part of continuing
improvement cycles. Accordingly, over the
past three years, Econocom has been
drawing on its proven cross-functional offer,
Infeeny by Econocom”. Capitalising on the
expertise of its Infeeny subsidiary, this offer
also incorporates the core expertise of
Econocom and other Group entities such as
Exaprobe.
Trams|Econocom (United Kingdom): has
decades of experience in dealing with
Microsoft products and services, delivering
licences across MO365 and CSP to
companies of all sizes.
3.4.3. APPLE TECHNOLOGIES
3.4.3.1. Market
The UK corporate market is key for Apple
At nearly $3 Trillion, Apple is the most
valued company in the world, with the UK
being a prominent and important market
to increasing global sales. Around 59% of
the UK mobile market is owned by Apple
iOS, and 29% of the PC market with MacOS.
Infeeny by Econocom represents:
700 Microsoft consultants and experts;
14 GOLD certifications;
While the UK consumer market, and certain
sectors (such as Creative, Media
&
Entertainment) are heavily Apple based,
there are huge opportunities in the
Enterprise market. Apple have significant
ambitions for Enterprise business and will
be looking to resellers to assist with these
targets.
five Microsoft advanced specialisations
(“Modernisation of web applications to
Microsoft Azure”, “Windows Server and SQL
migration to Microsoft Azure”, “Adoption and
change management”, “Azure Kubernetes”,
“Windows Virtual desktop”);
3.4.3.2. The Econocom offer:
a
network of regional agencies and
service centres;
Energy Net, Trams
a unique and multidisciplinary interlocutor
for integrated solutions with customised
financing;
Since 1993 Trams (UK) has been an Apple
Authorised Reseller and Apple Authorised
Service Provider. As an Authorised Reseller
Trams supplies the latest Apple technology,
two areas of expertise in coherence with
Microsoft: One Workplace and One Cloud
Factory;
consultancy
&
technical
support
to
companies across all sectors, including
Financial Services, Media & Entertainment,
an active partner of the “Microsoft Cloud
School” programme to support training or
retraining on new Microsoft Cloud
technologies.
Education
and
the
Public
sector.
Trams|Econocom is an elite reseller offering
direct integration with Apple’s DEP (Device
Enrolment Programme) for MacOS, iPadOS &
iOS devices, resulting in true zero touch
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2021 annual report
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group positioning
deployment scenarios for all types of
organisations.
3.4.4. APPS & CLOUD
3.4.4.1. The cloud will drive
the market upwards
Focus on Trams|Econocom
According to Syntec's report(1) on the
second half of 2020, in 2020, SMACS(2) grew
Apple Authorised Reseller
Certified Apple Repair Centre
by 6.4%, representing
a
market of
€14.9 billion. While the growth of this very
dynamic segment of software and services
has slowed down compared to 2019, it is
still very significant in a market that is
overall in recession.
Owners of UK’s only Apple integrated
zero-touch auto enrolment for end-user
devices
12 Apple Educated Sales Personnel
8 certified Apple Technicians
Reseller of leading Apple MDM
Compared to the first half, IDC has
significantly improved its forecasts for the
evolution of SMACS in 2020, with growth
doubling between the forecasts of the first
half and those of the second. This leap is
due to the higher-than-expected level of
investments that CIOs allocated projects
due to circumstances (lockdown, remote
work, new sales methods, etc.).
In 1987, Energy Net was one of the first
Apple partners in Germany. In 2005, Energy
Net became an Apple Premium reseller.
Then, starting in 2015, Energy Net became a
solid partner for professional customers in
its capacity of Apple Authorized Reseller.
Today, Energy Net supports companies of
all sizes in the integration of Apple
technologies. Companies from various
business sectors, such as publishing
houses, financial services, aeronautical
industries or industrial companies are
among Energy Net’s clients. Energy Net
offers them the full range of Apple
technologies, including Apple Business
Management (ABM) and "Zero Touch"
deployment.
The growth of SMACS is primarily driven
by the Cloud, which is both the largest
segment (€6.7 billion alone) and the fastest
growing segment (+12.2% in 2020).
SaaS & Cloud: services and the cloud
hybrid are on the rise
According to Gartner, the adoption of
enterprise SaaS is still relatively new and
many SaaS application providers have
focused more on the functionality of their
applications and less on the needs of IT
operations.
Focus on Energy Net
Most companies already have some cloud
infrastructures and SaaS solutions in place
and are planning to move in that direction.
16% of budgets for cloud are allocated to
what Gartner calls “Services related to
cloud”. These are essentially services that
organisations need to move toward a cloud
solution in order to transform their
operations by adopting cloud services.
Apple Authorized Reseller
Apple Authorized Service Provider
7 certified Apple Technicians
Apple MDM Reseller
GOLD Jamf partner
(2) SMACS: acronym used to define the following markets: Social, Mobile, Analytics, Cloud, Security.
2021 annual report
39
02 group overview
group positioning
New growth drivers in the cloud
solution that is direct competition with
VMware and Nutanix, which is highly
integrated with Azure and embeds AKS
(Azure Kubernetes Services). The software
vendor also offers Azure Arc to deploy Azure
data services in the form of containers in any
cloud or on its internal infrastructure;
New uses mainly integrating the cloud will
develop.
According
to
Forrester(1)
,
the
main
orientations we can highlight are as follows:
the rise of DaaS: Gartner anticipates that
48% of employees will continue to work
from home once the pandemic is over. To
secure this remote work and allow
everyone to work from anywhere, it is likely
that “VDI in the Cloud”, in other words
virtualised desktops in the cloud, or DaaS
(Desktop as a Service) will be broadly used.
The arrival of a “Cloud PC” offer at Microsoft,
strategic for the success of its future
emergence of a sovereign cloud GAIA-X:
on the one hand, companies are working to
prevent suppliers from locking them into
their cloud technologies. On the other
hand, European legislation has been
strengthened to ensure the sovereignty of
European data, forcing companies to think
about “European storage”. These two
trends are the main drivers of the European
metacloud initiative GAIA-X. A metacloud
Windows
the movement
10,
should
accelerate
it.
by
democratising
designed
with
interoperability
and
Competitors will have to sharpen their
value proposition;
reversibility as core values. Enough to make
the cloud more agnostic.
Edge reaches an inflection point: In any
3.4.4.2.The Econocom offer
case, this is the Forrester’s conviction(2)
.
Edge redefines where data is processed
and how the cloud is used. The practical
applications of this concept will emerge
where this architecture is a real asset. The
possibility of implementing private 5G
networks will also offer new use cases for
Edge Computing;
ASP Serveur, Bizmatica, Nexica,
Synertrade, Trams|Econocom
Applications
At the heart of the user experience,
applications are the most visible part of the
daily lives of the Company’s customers and
employees. Today, every company must have
powerful business-oriented applications,
developed within shorter and shorter
deadlines and adapted to rapid changes in
the market, uses and technologies.
strong growth in hybrid cloud: The giants
of the public cloud are also keen on
penetrating “on-prem” infrastructures with
their own solutions to better merge the
internal infrastructure with their cloud
services. At Google, the strategy is based
entirely on Kubernetes and the Mesh Istio
service with its 100% software solution
“Google Anthos” which now operates in
bare-metal and is also deployed in other
public clouds. At AWS, the strategy relies in
part on its AWS Outposts appliances as well
as the recent announcements of ECS
Anywhere and EKS Anywhere to deploy
Amazon's Elastic Container Services on its
internal infrastructure. Lastly, Microsoft
launched the “General Availability” version of
Azure Stack HCI, its hyperconverged
To meet the needs of companies regardless
of the sector of activity or business line, two
Satellites operate in this application
market:
Bizmatica (Italy): supports companies in
the complex shift-2-cloud journey. It
supports the customer engagement
process, starting from omnichannel to
data-as-a-service solutions, leveraging both
an agile BizOps and DevOps approach and
on an extensive use of AI technology.
Bizmatica leverages on its onStage API
Management to federate both cloud
(1) https://www.itforbusiness.fr/les-10-tendances-cloud-en-2021-41991)
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2021 annual report
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group positioning
technologies and on-premise technologies.
onStage provides the possibility to address
a variety of use cases: integration of cloud
services, integration of mobile apps, B2B
integration, Big Data integration, IoT
integration and implementation of APIs;
Three Satellites operate in the cloud
market:
ASP Serveur (France) is a production
infrastructure host and operator of public,
private and hybrid cloud solutions. As a
specialist in mission-critical hosting and
public and private cloud solutions, ASP
Serveur owns its infrastructure and has a
cutting edge, very high security datacentre;
Synertrade (France) offers a dedicated SaaS
purchasing solution covering the entire
expenditure
chain:
Source-to-Contract,
Procure-to-Pay and Supplier Relationship
Management (SRM). The Accelerate platform
covers the needs of direct or indirect
Purchasing Departments. Synertrade has
more than 700 clients worldwide, from all
business sectors (Industry, Health & Pharma,
Nexica (Spain) offers its Nexica Hybrid
Cloud. It integrates Nexica Cloud, in Tier 3
data centers in Madrid and Barcelona;
Microsoft Azure, in certified Microsoft Azure
Stack Hub at Nexica Cloud or in Microsoft
data center; Amazon Web Services (AWS),
with direct interconnection from its cloud,
and other public or private clouds;
Energy,
Retail,
Agri-food,
Insurance,
Media, etc.). This SaaS solution meets the
strategic challenges of large Fortune
500 groups as well as large international
SMEs/SMIs.
Trams|Econocom (United Kingdom):
TramsCloud is
a Jamf MDM solution
hosted on AWS infrastructure offering a
global footprint. As an MSP they offer
Hosting and cloud offers
Jamf
instances
(Jamf
on-prem
For Econocom, infrastructure performance
functionality) in an easily accessible cloud
environment without the need for
customers to implement or manage their
own platform. Clients can choose between
managing and configuring their own
Jamf instance, or Trams|Econocom can
provide a fully managed service.
is
a key success factor to ensure a
successful user experience. The Group
supports CIOs in maintaining very high
levels of performance, integrating more
efficient and flexible cloud offers and
enhancing security. As the 11th largest
player(1) in the cloud and datacentre
outsourcing market in France, Econocom is
positioned, with its “Satellites” as a genuine
partner of businesses and governments.
(1) PAC/Teknowlogy study 2020.
2021 annual report
41
02 group overview
group positioning
3.4.5. INFRASTRUCTURE
& NETWORKS
3.4.5.2. The Econocom offer
Asystel Italia, ASP Serveur, Bizmatica,
Exaprobe, Nexica, Trams|Econocom
3.4.5.1. A market undergoing major
structural changes
To help its customers transform their
Businesses need more and better IT
infrastructure
infrastructures,
Econocom
offers
consulting, transformation engineering,
optimisation and technological innovation
services. In addition to its transformation
and integration services, Econocom also
offers maintenance services in operational
conditions throughout the life cycle of
these infrastructures, thereby guaranteeing
its customers end-to-end support.
Digitisation, new uses, development of cloud
models: to meet these challenges, the
network must play an increasingly important
role. In addition to the commonly accepted
intrinsic qualities (performance, availability,
durability), it is becoming increasingly
common for networks to be required to
integrate advanced functions such as:
filtering, optimisation and management of
flows (voice, video), virtualisation and quality
of service measurements. The development
of forms of collaborative work (for example,
videoconferencing) partly explains this trend.
Designing
scalable
infrastructures
capable of integrating the innovations of
tomorrow
Developing flexibly to improve support:
Econocom’s
approach.
The
Group
advocates traditional IT solutions together
with the most innovative digital solutions
(hybrid cloud solutions, etc.). This “mix”
facilitates the digital transition and its
adoption by users. This flexibility also
makes possible the design of scalable
infrastructures capable of integrating
technological innovations as they occur
over time.
A strong tendency towards migration to
public cloud systems
Over the last several years companies have
been shifting their IT workload to the
public cloud.
Cybersecurity,
a
top
priority
for
executives and Boards of Directors
In all business sectors, attacks are becoming
more numerous and more complex: with
80% of technology managers say that their
organisation is struggling to put in place a
strong defence.
Six Satellites operate in this market:
Asystel Italia (Italy) Asystel Italia designs,
builds, integrates and maintains network
infrastructures and digital innovation
solutions
for
medium
and
large
New mutations for tomorrow
companies. Its Datacentre offer is based
on an On Demand approach, which allows
customers to benefit from a scalable
model which meets their actual needs.
Asystel Italia’s proprietary architecture is
built on level 3+ standards and has
top-level certifications in data security and
quality and energy efficiency (ISO 27001:
2013, ISO 9001: 2015). Asystel Italia also
helps its customers choose the best cloud
computing strategy;
These include the growth of Asia for
hardware solutions, the use of DevOps for
software and hardware, container-first
architectures and the increasing use of
artificial intelligence and technology stacks
optimised for machine learning.
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2021 annual report
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group positioning
Bizmatica (Italy) is able to support
companies in an end to end approach in the
digital transformation process. It provides
from the initial consultancy to the
development and management of complex
Connectivity: 3/4/5G mobile networks
and WiFi;
Hardware: consumer and professional
devices and accessories;
Software: off-the-shelf mobile applications,
IoT
&
Service
Assurance
platforms
development
platforms,
mobility
leveraging on AI and Machine Learning
solutions. In terms of infrastructure’s
governance and data access, Bizmatica
management solutions such as EMM/UEM
(Enterprise Mobility Management/Unified
End-Point Management, etc.) and mobile
security (Mobile Threat Defence);
solutions
are
focused
on
Cloud
Management, Back Up and Recovery, Data
Virtualisation and Consolidation. Bizmatica
is also a solid cloud transformation partner
and helps enterprises project, plan and
design a. shift to cloud transformation
based on processes, customer interactions
and data.;
Services: deployment and management
of a mobile business fleet, user services,
mobile application development, EMM
services, etc.
The mobility market is a dynamic market
driven particularly by the adoption by users
in the private sphere, and the need to speed
up the transformation to meet the
constraints of the health crisis.
Trams|Econocom (United Kingdom) has
trained and qualified engineers to deploy,
manage and support customer networks
regardless of the vendor or size.
Trams|Econocom is an award winning and
highly regarded Quantum partner, with
over 15 years of experience in installing and
Thus, according to Gartner(1), today the
overall market share of mobile platforms is
nearly three times larger than the share of
the historic platform Windows (almost
5 billion mobile devices – Google Android
and Apple iOS – compared with 1.7 billion
for Windows).
project
managing
complex
cloud,
hybrid-cloud and on-premise projects in the
UK and EMEA. Their in-house knowledge
with hybrid storage workflows, Backup &
Archive
solutions,
combined
with
On a business scope, growth is largely
driven by mobile phones with more than
200 million mobile handsets purchased by
businesses in 2024, compared to 160 million
in 2020, while traditional telephones are
stagnant with around 144 million units sold
per year (between 2020 and 2024). As a
result, public and private organisations are
arranging to take change of these new uses
in their business line and support structures.
certifications from vendors such as Dell,
Cisco and HP place them an ideal partner to
create and install a first-class working
infrastructure.
ASP
chapter 3.4.3.2.;
Serveur
and
Nexica:
see
Exaprobe: see chapter 3.4.4.2.
3.4.6. MOBILITY
Gartner(2) predicts annual growth of 7.5% in
managed services related to mobility to
$8.9 billion in 2024.
3.4.6.1. A dynamic market driven by
the growth of software solutions
and service
The enterprise mobility market is divided
into four main segments:
(1) Gartner, Forecast: PCs, Ultramobiles and Mobile Phones, Worldwide, 2018-2024, 3Q20 Update.
(2) Gartner, Forecast: IT Services, Worldwide, 2018-2024, 3Q20 Update.
2021 annual report
43
02 group overview
group positioning
Energy
Net
(Germany):
Econocom
3.4.6.2. The Econocom offer
strengthened its presence in Germany with
the acquisition of Energy Net in 2017. This
Satellite, specialised in the B2B distribution
and integration of Apple products, allows
Econocom to strengthen its historic
partnership with Apple. Energy Net enables
Econocom to develop innovative solutions
combining hardware, applications and
services, charged as a fee;
Asystel Italia, BDF, Bizmatica, DMS,
Energy Net, Trams|Econocom
Econocom has several brands that enable it
to extend its expertise in corporate mobility
on a European scale:
Asystel Italia (Italy) has a specialised
business unit focused on mobility projects.
It provides its clients with all the necessary
Trams|Econocom (United Kingdom) offers
complete Enterprise Device Management
for both Apple and Windows based IT
estates. This management covers the full
device lifecycle from subscriptions to
zero-touch deployment, App development,
self-service, security, and recycling.
services
for
a
complete
devices
management, guaranteeing quality of
service, security and freeing the IT of clients
from the costs of managing the devices
themselves. Asystel Italia has in-depth
knowledge of Microsoft Windows and
Apple MacOS environments on the one
hand, and Android and iOS operating
systems and related device management
platforms, on the other;
3.4.7. DIGITAL SIGNAGE &
MULTIMEDIA
3.4.7.1. A growing market driven
by the expansion of retail
BDF (Italy): BDF's mission is to maximise
technological use by assuming the
complete management of logistic aspect,
assistance, maintenance and recycling of
digital products. From staging to roll out and
help desk, BDF's services are highly
customisable and modular. They are focused
on management and security of about
200,000 workstations and 20,000 printing
solutions based on a pay per use business
model. In the field, BDF has a warehouse for
According to Technavio’s global digital
signage market research report, the market
will record a CAGR (compound annual
growth rate) of nearly 7% by 2022. This
dynamism is largely due to the strong
growth in the retail segment, itself boosted
by the increase in the demand for consumer
goods and the rise in household income.
Other factors such as urban growth and the
increase in the demand for quality products
also help explain the excellent performance
of the market.
products and spare parts of over 8,000 m .
2
BDF is becoming the reference point of
Econocom in Italy for the management of
end of life of the digital product according to
modern principles of sustainability;
3.4.7.2. The Econocom offer
Bizmatica (Italy) provides solutions and
guidance that enable organisations to
adopt smart (or agile) ways of working with
Altabox, Asystel Italia, BDF, BIS|Econocom
Digital signage solutions can be an excellent
lever for new business, for example to enrich
omnichannel retail experiences, or to better
capture user attention and generate
additional advertising revenue.
a
focus
on
maximising
employee
productivity while meeting the growing
need for corporate mobility management
and business continuity of their activities;
DMS (France) is a mobile technology
expert specialising in the security and
management of very large terminal fleets;
44
2021 annual report
group overview 02
group positioning
In order to help its customers put in place
the business models of tomorrow, the
Econocom Group works in collaboration with
them to create the right digital solutions,
whatever their business universe. It provides
end-to-end support, from the consulting
phase up to the creation of an industrial
model for their innovative projects. The
Group aims to offer its customers integrated
digital solutions, together with financing
offers.
BDF (Italy): BDF’s approach to a complete
management of hardware and relative
services is also valid for multimedia device
and digital signage solutions such as
integration and set up of meeting room
systems, video walls and Digital Signage;
BIS|Econocom (Netherlands): specialist in
audiovisual
collaboration and unified communications.
BIS|Econocom speeds up digital
&
IT
solutions,
video
transformations, brings people together and
makes organisations more decisive and
agile. Digital technologies are adopted at
The following are positioned in this
market:
lightning speed and Audiovisual
&
IT
Altabox (Spain): leader in Spain in the
development of omnichannel marketing
strategies for retail outlets, Altabox joined
Econocom Galaxy in 2018. The company is
specialised in the design and deployment
of dynamic digital signage, sensory and
auditory marketing, and traffic and data
analytics solutions. With this acquisition,
the Group acquired a comprehensive range
of state-of-the-art digital solutions for retail
outlets, coupled with its innovative
financing and distribution model (plans,
pay-per-use, etc.);
technology plays a crucial role in this
process. BIS|Econocom is a market leader in
the Netherlands. It initiates user friendly
innovations to enhance collaboration,
unified
communications
and
other
Audiovisual & IT solutions, inside and outside
the office environment. Its solutions include:
Collaboration solutions without borders
Through online (video) collaboration solutions,
BIS|Econocom enables professionals to work
together in virtual environments and
exchange information quickly and cost
effectively. In addition to reducing costs, video
collaboration also translates into sustainability
(less travel) but also increased productivity
and efficiency.
Asystel Italia (Italy) is a leading player in
the new multimedia communication
solutions: smart working platforms, smart
collaboration solutions, implementation
of environments
for
new-generation
Workplace management in one click
multimedia communication. Asystel Italia
designs complete solutions that integrate
monitors, projectors, touch frames, IWBs,
video walls, NUCs, digital signage platforms,
The rise of remote working and the Covid-19
pandemic have forever changed the way we
work. It also automatically changes the
management of workplaces, meeting rooms
and visitors, for both large and small
organisations.
microphones,
amplifiers,
interactive
furnishing elements, booking systems and
biometric recognition systems, interfaces
and home automation connectors in order
to
create
functional
environments,
extremely innovative and able to ensure a
simple use with added value;
2021 annual report
45
02 group overview
group positioning
BIS|Econocom’s workplace management
solutions make it possible to reserve a (safe)
workplace at any time: check the
occupancy rate and book an available office
or secure meeting room in just a click.
Trams|Econocom (United Kingdom) has in
house technical expertise backed by
experienced and long-standing technical
consultants, to provide skilled presales,
installation and post-sales support on
solutions including EUC, Storage Workflows,
Network Infrastructure, Cloud (AWS, Azure
& Google) & Security.
Narrowcasting, beyond communication
Narrowcasting is designed to “change” the
behaviour of people, to encourage them to
do something beyond the information
3.5. Combination
of Planet and Satellite
know-how
The combination of the know-how of the
entities of the Planet (the Group’s three
historical activities) and the Satellites makes
it possible to create these “end-to-end”
transversal offers (consulting, design,
sourcing, construction, financial approach,
security, operation).
displayed
on
the
screen.
Targeted
broadcasting can be used to inspire
(persuade through entertainment), advertise
(increase purchases) or as signage (direct you
to go somewhere). Digital signage is 63%
more convincing than static image formats.
3.4.8. CONSULTING
3.4.8.1. The Econocom offer
Bizmatica, Helis and Trams|Econocom
These “one stop shop” offers have no
equivalent on the market. They allow
companies to simplify and manage the
entire life cycle of their resources. All of this
through the placing of the user at the heart
of the digital transformation.
Three
Satellites
are
specifically
positioned in the consulting market:
Bizmatica (Italy) proposes to collaborate
with customers, defining the best strategy
in the digital transformation following
specific innovation needs related to cloud
transition, business IT alignment, BizOps
approach, change management, process
optimisation and DevOps; Bizmatica is also
a major partner in the transformation of the
cloud which helps companies to imagine,
plan and design their cloud transformation
project based on processes, customer
interactions and data;
3.5.1. HORIZONTAL TRANSVERSAL
OFFERS
3.5.1.1. OneWorkplace: a responsible
end-to-end offer, unique on the
market
The digital workplace is a strategy for the
performance of organisations (private and
public), which aims to transform the
working environment of employees by
embracing consumer market standards,
while reducing costs.
Helis (France) is
a
consulting firm
specialising in mission critical infrastructure
consulting and engineering. With a team of
over 60 consultants on assignment, Helis
experts assist companies in their respective
fields, in areas as specialised as IP and
network infrastructure, GDPR compliance
and Big Data and CSR, providing a bespoke
solution to their transformation projects;
The health crisis we are experiencing has
made this strategy even more meaningful.
It is now essential for organisations to have
a
hybrid, available and secure digital
workplace.
46
2021 annual report
group overview 02
group positioning
Having all the expertise needed to support
this strategy, Econocom has chosen to
structure them within a transversal offer in
France: OneWorkplace.
Based on Windows Virtual Desktop, this
offer meets the challenges of virtualisation
while enabling rapid implementation and
cost optimisation.
The offer covers all the digital working
environment needs of companies and their
employees, whether in the office, at home,
on the move or sedentary, and meets the
expectations of both IT departments and
employees, with Econocom's responsible
entrepreneurial spirit at all times.
Zero Trust Security
Support in the evolution of security
strategies to embrace ever more varied
contexts which addresses all areas of
exposure to risk: identity, workstations,
mobile phones, data, applications, etc.
Products - End-to-end life cycle of
equipment
OneWorkplace is structured around four
areas, two pillars and three convictions.
Holistic catalogue
A value proposition structured around
four areas (four Ps):
Distribution of equipment and accessories
including more than 150,000 products and
2,000 brands
People - User Experience
Enhanced user support
Order portal
Users are offered a support experience
enhanced by Artificial Intelligence (chatbot,
augmented agents).
Catalogue,
stock,
delivery
tracking:
experience equivalent to BtoC with the
critical functionalities for organisations
(security, integration)
Proximity reinvented
Deskside support adapts and adopts new
Modern and end-to-end life cycle
technologies to offer users
a
better
management
experience (connected kiosks and lockers,
zero touch, etc.).
Services to ensure the end-to-end life cycle
management
(implementation,
end-of-life)
of
the
maintenance
equipment
and
Modern
productivity
and
collaboration
Perennity - Impact and Governance
The
Econocom
teams
support
organisations in defining, deploying and
managing collaboration and productivity
solutions for the hybrid world (in particular
Microsoft 365 and associated equipment -
Platforms and services for the governance
and optimisation of the digital workplace
through analytics:
Management
technologies
of
services
and
videoconferencing
convergence).
room,
telephony
Optimisation of the user experience
(AI - Speech Analytics)
Platform - Access, Management and
Security
The offer is enhanced by two key pillars:
Unified workstation management
Pricing
Support for the transformation of the
workstation strategy (PC and mobile -
physical and virtual)
Thanks to the Group’s financing activity,
OneWorkplace is adapting to consumer
use with its Workplace as a Service offer.
Desktop
and
Application
Virtualization
2021 annual report
47
02 group overview
group positioning
Partners
Thanks to its technical experts, Econocom is
enhancing its offer with the innovations of its
ecosystem of partners (Apple, Google,
Microsoft, and VMware among many others).
Econocom supports its customers through
a smooth and controlled move to cloud,
drawing on all its assets to serve both their
strategies and their businesses.
The offer is developed around three
convictions:
Our belief: all companies can benefit from
the cloud, but they each do it their own way.
The User experience is the priority.
To maximise benefits, the infrastructure
model, operating model, security model
and user practices must be specific to each
organisation, and take into account its
objectives, its current situation, its specifics
and its constraints, its maturity and skills.
The offers are initially designed according
to the principles of the Cloud (agility,
interoperability,
micro-services)
and
systematically associated with automation.
Artificial Intelligence is used in
a
practical manner.
In order to enable companies to build and implement the cloud environment that best
suits them and meets their needs, the Group is an expert of and partners with the main
cloud providers, while our services and solutions cover the entire transformation chain:
strategy, architecture, governance, operating model;
modernisation and “move to cloud” migration of infrastructures and applications;
definition and implementation of security policies;
secure sovereign cloud service hosting;
operation of hybrid and multi-cloud environments;
adaptation of the application life cycle and dissemination of best practices.
3.5.2. VERTICAL TRANSVERSAL OFFER
With the proliferation of technological
innovations, “smart phygital” is becoming
the new norm. While many believed that
e-commerce would wipe out physical
stores, it is a 360° business that is emerging
between on and off-line and has been
further strengthened by the health crisis.
they leave, including innovative solutions
within the store itself, Econocom Retail aims
to bring the future of customer experience
to end-customers today.
Econocom Retail is:
end-to-end
connected
solutions
to
provide customers with a unique, innovative
and consistent customer experience;
Econocom Retail’s ambition? To help
retailers meet new challenges in their
industry by offering their customers an
experiential, connected and omnichannel
retail solution to improve the customer
experience with solutions supporting the
entire customer journey. From digital
solutions for attracting customers to the
store, and then ensuring their loyalty after
custom-designed software and solutions;
360° degree collaboration: conception,
support and financing;
a showroom and a labcentre: an invitation
to live the new retail experience with
Econocom Retail.
48
2021 annual report
group overview 02
financial position and results
4. Financial position and results
the implementation of the plan to reduce
direct and indirect expenses by
€96.5 million (gross) initiated in 2019 is
being finalised;
4.1. Highlights of the past
three years
2021 was notable for:
revenue from continuing operations of
€2,505 million, stable compared to 2020;
2020 posted a significant decline in net
financial debt, with a net cash position of
€20 million at the end of the year. This
achievement was made possible through a
significant improvement in operating cash
flow, proceeds from the divestiture of
non-strategic assets for around €125 million,
while maintaining an interim dividend
payment and treasury share buybacks;
profit from current operating activities(1) of
€135.7 million, up 16%;
Alter Way was sold and the acquisition of
Trams Ltd was completed in the UK;
non-recurring net operating expenses
were down sharply to €14.3 million due to
the completion of the transformation
plan;
as at 31 December 2020, treasury shares
totalled 4.43% of the share capital.
net
financial
debt(2)
amounted
to
2019 was notable for:
€67 million compared to a net cash surplus
of €20 million in 2020. This change is
attributable to the share buybacks carried
out in 2021 in the amount of €83 million
and the increase in volumes of operations
to be refinanced and own account activities
within the TMF activity;
revenue of €2,927 million stable over its
continuing operations at constant
standards, identical to 2018. On an organic
basis, it was down slightly by 0.8%. Restated
for the drop in revenue of TMF in Italy,
growth amounted to 4.5% (of which 3.7%
organic growth);
as at 31 December 2021, treasury shares
totaled 16.78% of the share capital.
in the process of refocusing its activities,
the Group placed 13 companies/activities in
2020 was notable for:
the
IFRS 5
scope
of
application
(discontinued operations);
revenue from continuing activities of
€2,559 million at constant standards,
down 11.3% compared to 2019;
profit from current operating activities(4)
which stands at €126 million for
continuing activities;
profit from current operating activities(3)
slightly up, totalling €122.5 million for
continuing activities;
the companies Jade and Rayonnance
were sold (however, the Group has
retained 10% of Rayonnance);
EBC (Econocom Business Continuity) and
digital.security were sold;
the Group launched a plan to reduce
direct
and
indirect
expenses
by
€96.5 million gross spread out over three
years. Saving totalled €30 million in 2019;
(1) Before amortisation of intangible assets from acquisitions
(2) Before recognition of the debt resulting from the application of IFRS 16 to leases (offices, vehicles, etc.)
for which Econocom is the lessee.
(3) Before amortisation of intangible assets from acquisitions.
(4) Before amortisation of intangible assets from acquisitions.
2021 annual report
49
02 group overview
financial position and results
net financial debt remained stable
compared with 2018. On the one hand, this
reflects sound operating cash flow
generation, the cash inflows received from
the partial sale of Rayonnance in December,
as well as the decline working capital
requirements for EDFL and, on the other
hand, the cash outflows in the year related
to the acquisition of non-controlling
interests in Satellites, to the redemption of
the issue premium and to treasury share
buybacks;
as at 31 December 2019, treasury shares
totalled 9.56% of the share capital.
4.2. Consolidated data for the year: comparison
between 2021, 2020 and 2019
4.2.1. KEY FIGURES
in € millions
2021
2020 restated*
2019 restated**
Revenue from continuing
operations
2,505
2,521
2,914
Profit (loss) from continuing
operations before amortisation of
intangible assets from acquisitions(1)
135.7
119.6
125.1
Profit (loss) from continuing
operations
133.5
119.2
117.5
81.7
123.1
86.8
Profit (loss) from operating
activities
Shareholders’ equity (including
non-controlling interests)
444.3
(66.9)
472.9
+20.2
483.9
(252.2)
Net cash surplus/
(Net financial debt)
*
In accordance with IFRS 5, 2020 income and expenses of operations considered discontinued in 2021 are
reclassified to “Profit (loss) from discontinued operations” in the 2020 income statement. In addition, the 2020
consolidated income statement is impacted by the reclassification of factoring costs which are now recognised in
profit (loss) from operating activities.
In accordance with IFRS 5, 2019 income and expenses of operations considered discontinued in 2020 are
reclassified to “Profit (loss) from discontinued operations” in the 2020 income statement. In addition, the 2019
consolidated income statement is impacted by the reclassification of factoring costs which are now recognised in
profit (loss) from operating activities.
**
4.2.2. REVENUE
in € millions
2021
1,068
516
2020 restated*
1,073
2019 restated**
Products & Solutions
Services
1,128
651
554
Technology Management &
Financing
921
894
1,135
Total revenue
2,505
2,521
2,914
*
In accordance with IFRS 5, 2020 income and expenses of operations considered discontinued in 2021 are
reclassified to “Profit (loss) from discontinued operations” in the 2020 income statement.
In accordance with IFRS 5, 2019 income and expenses of operations considered discontinued in 2020 are
reclassified to “Profit (loss) from discontinued operations” in the 2019 income statement.
**
50
2021 annual report
group overview 02
financial position and results
For continuing operations, the Group
reported for financial year 2021 annual
consolidated revenue of €2,505 million,
stable compared to the previous year (-1.0%
on an organic basis).
new business resulted in
increase in the Services margin in 2021.
a
significant
In 2020, this activity had posted a decrease of
7.5% mainly due to the lockdown periods that
affected the various regions of the Group
during the second quarter.
Products & Solutions
Products & Solutions posted revenue in 2021
of €1,068 million compared with €1,073 million
in 2020, or a decrease of 0.5% (of which 2.5%
on an organic basis). After several years of
strong growth, including organic growth of
8.3% the previous year, the business was
impacted by supply tensions.
Technology Management & Financing
At
31
December
2021,
Technology
Management & Financing recorded revenue
of €921 million compared with €894 million
one year earlier, which is an increase of 3%
of which 4% organic. This growth was
noticeable in almost all Group regions with
the exception of Benelux and was
particularly marked in Southern Europe and
the Americas.
Services
Services achieved revenue for 2021 of
€516 million, a contraction of approximately
3.1% due to the ambition to focus on
contracts with higher added value. The
strengthening of the selection criteria for
This activity posted a decline of 19.9% in 2020
due to difficulties encountered in the
context of the global pandemic.
4.2.3. PROFIT (LOSS) FROM CURRENT OPERATING ACTIVITIES
in € millions
2021
53.5
42.5
2020 restated*
2019 restated**
Products & Solutions
Services
46.6
35.2
45.3
35.8
Technology Management &
Financing
39.8
37.8
43.9
Total Profit (loss) from
current operating
activities(1)
135.7
119.6
125.1
*
In accordance with IFRS 5, 2020 income and expenses of operations considered discontinued in 2021 are
reclassified to “Profit (loss) from discontinued operations” in the 2020 income statement. In addition, the 2020
consolidated income statement is impacted by the reclassification of factoring costs which are now recognised in
profit (loss) from operating activities.
**
(1)
In accordance with IFRS 5, 2019 income and expenses of operations considered discontinued in 2020 are
reclassified to “Profit (loss) from discontinued operations” in the 2019 income statement. In addition, the 2019
consolidated income statement is impacted by the reclassification of factoring costs which are now recognised in
profit (loss) from operating activities.
Before amortisation of intangible assets from acquisitions.
The Group’s profit from current operating
activities before amortisation of intangible
assets from acquisitions is €135.7 million, i.e.
5.4% of revenue. In 2020, it was €119.6 million,
the Group having benefited from the effects
of its cost-cutting plan launched in early 2019,
the continuous productivity improvement in
Services and its focus on projects with higher
added value.
2021 annual report
51
02 group overview
financial position and results
In 2019 the Group’s profit from current
operating activities stood at €125.1 million,
accounting for 4.3% of revenue.
In 2019, non-recurring expenses amounted
to €26.8 million as result of new
organisation measures and costs associated
with the closure of sites.
a
4.2.4. PROFIT (LOSS) FROM
OPERATING ACTIVITIES
4.2.5. FINANCIAL POSITION
The Group’s profit from operating activities
was €119,2 million in 2021, compared with
The Group boasted
a sound financial
position at 31 December 2021, with net cash
of €334 million and net financial debt of
€67 million.
€81,7 million
in
the
previous
year.
Non-recurring expenses amounted to
€14.3 million, down sharply compared to
the €35.8 million in 2020, mainly due to the
significant reduction in restructuring costs
that had been recorded last year.
At 31 December 2020, the Group had a net
cash surplus of €20 million, compared to
net
financial
debt
€252 million
at
31 December 2019.
4.3. Equity restrictions
In May 2015, the Group issued a Euro
Private Placement (Euro PP) bond and a
Schuldschein loan in November 2016.
Other lines of credit do not contain
covenants in respect of maximum debt,
financial ratios or credit ratings that, if
breached,
repayment.
would
trigger
immediate
The Group is subject to one single covenant
in relation to these bond issues. It is
calculated as of 31 December of each year,
and corresponds to the ratio of net financial
debt to proforma EBITDA, and it may not
exceed 3x over two consecutive years. A
breach would not result in early
redemption, but it would force the Group
to pay a higher interest rate until the ratio
is brought back within the relevant bounds.
Econocom is not subject to any legal or
economic restrictions liable to limit or
significantly restrict cash flows within the
Group in the foreseeable future.
52
2021 annual report
group overview 02
corporate governance
5. Corporate governance
5.1.1. BOARD OF DIRECTORS
5.1. Board of Directors
and Advisory Committees
5.1.1.1. Composition of the Board
of Directors
The composition and functioning of the
Board of Directors and the Board’s
Committees are governed by:
5.1.1.1.1. Appointment (article 14 of the
Bylaws and article 4 of the Board of
Directors’ internal rules)
articles 7:85 et seq. of the Belgian
Companies Code;
The Company is governed by a Board
comprising at least three members, whether
or not shareholders or legal persons.
Members are appointed to the Board for a
maximum term of four years by the General
Meeting, which may remove them at any
time. They may be re-elected. The term of
articles 14 et seq. of the Bylaws;
the internal rules of the respective
Committees, available on the Econocom
website (www.econocom.com), i.e.:
(i) the internal rule of the Board of
Directors’ meeting of 19 May 2016 (the
“Board of Directors’ internal rule”),
office
of
outgoing
Directors
ends
immediately after the General Meeting that
decides on re-election.
(ii) the internal rule of the Executive
Committee of 7 September 2016 (the
“Executive Committee’s internal rules”),
The composition of the Board includes mostly
non-executive Directors and an appropriate
number of independent non-executive
Directors. If the number of Directors so
permits, at least three Directors shall be
independent within the meaning of
Principle 3.5 of the 2020 Belgian Corporate
Governance Code. The aim is that at least half
of Board members should be non-executive
Directors, and that at least one-third of Board
members should be of a different gender
than the other members.
(iii) the internal rules of the Audit
Committee of 23 January 2020 (the
“Audit Committee’s internal rules”), and
(iv) the
Compensation
Committee of 23 January 2020 (the
“Compensation and Appointments
Committee’s internal rule”).
internal
rules
of
the
and
Appointments
For more details on corporate governance,
please refer to section 5, chapter 5 of this
report, which contains the Management
Report of the Board of Directors on the
financial statements for the year ended
31 December 2021.
Directors are appointed by the General
Meeting from the candidates put forward
by the Board.
Directors undertake to act in Econocom
Group’s
interest
and
to
maintain
independence of judgement, decision-
making and action in all circumstances. They
participate in the work of the Board in a
wholly impartial manner. Even if Directors
know Econocom Group’s business sector
well, they should continue to build on their
knowledge and expand their expertise.
2021 annual report
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02 group overview
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The Board regularly reviews its composition,
functioning and interaction with the
2. ensuring the quality and continuity of
the Boards work by initiating and
managing procedures concerning:
managing
Director(s),
Chief
Executive
Officer(s), who are in charge of day-to-day
management, and with the Executive
Committee.
the assessment of the size, composition
and performance of the Board of
Directors or the managing Director(s),
its Committees, Chief Executive Officers
and the Executive Committee to ensure
the efficiency of the decision-making
process,
5.1.1.1.2. Vacancy (article 15 of the Bylaws)
If a seat on the Board becomes vacant, the
remaining Directors are entitled to fill it
temporarily. In this case, the first General
Meeting after the seat becomes vacant
appoints a Director to fill the vacancy on a
long-term basis. The Director nominated in
the conditions described above is appointed
for the remaining term of office of the
Director he/she is replacing.
appointing or re-electing members of
the Board, the managing Directors,
members of the Board’s Committees
and the Executive Committee and
Chief Executive Officers;
3. “liaising” between the Board, Chief
Executive Officers and the Executive
Committee. This involves:
5.1.1.1.3. Chair, Vice-Chair and Secretariat
(article 16 of the Bylaws and articles 4.6, 5
and 6 of the Board of Directors’ internal
rules)
meeting regularly with the managing
Director(s), Chief Executive Officers
and other members of the Executive
Committee,
The Board of Directors elects a Chairman
and Vice-Chairman from among its
members.
seeing to it that relations between the
Board and the Chief Executive Officers
and Executive Committee are of a
professional and constructive nature
and that the Executive Committee
The Chairman of the Board is responsible
for:
1. ensuring the management by the
Board, and in particular see to it that the
Board is well organised, operates
efficiently and performs its obligations
and responsibilities, namely:
provides
the
Board
with
the
information necessary to play its role in
terms of evaluation, decision-making,
supervision and control,
preparing, convening, presiding and
managing the sessions of the Board
and making certain that in the
meetings, sufficient time is reserved
for a serious in-depth discussion of
the relevant issues,
if it deems it in the interest of the
Company, the Board may turn over
the position of Chairman to any
Director who performs executive
duties within Econocom,
in the absence of the Chairman of the
Board, the Vice-Chairman replaces him.
Should both the Chairman and the
Vice-Chairman be prevented from
drawing up the agenda for the
meetings of the Board, in liaison with
the
Executive
managing
Director(s),
and,
Chief
where
Officer(s)
attending
a
Board meeting, the
appropriate, the Executive Committee,
Directors present elect a Chairman for
the meeting in question.
ensuring that the Board receives the
appropriate information and that the
documents supporting proposals for
decisions are relevant and readily
available within a reasonable time prior
to Board meetings;
The Board of Directors may appoint a
Company Secretary who reports on how the
procedures, rules and regulations applicable
to the Board are implemented and
respected. Directors may consult the
Company Secretary at their own initiative.
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5.1.1.1.4. Compensation (article 14 of the
Bylaws and article 10 of the Board of
Directors’ internal rules)
as well as members of the Executive
Committee and, more broadly, ensure the
establishment of a clear and effective
management structure;
Directors may or may not collect
compensation for the performance of their
duties. Any fixed or variable compensation
may be set by the General Meeting acting
on a recommendation from the Board of
Directors assisted by the Compensation
and Appointments Committee.
approve the strategic plans on the
suggestion by the Chairman of the Board
after study with the Executive Committee;
assess Econocom’s functioning in relation
to its strategic and budgetary targets,
based notably on a quarterly review of
financial results and any other reports
made to the Board;
Compensation is set for each Director or on
an aggregate basis for the Board as a
whole, in which case the Board shall decide
how to allocate the compensation
according to criteria it defines.
approve any acquisitions, investments or
internal
reorganisation
considered
strategic by the Chairman of the Board or
the Executive Committee;
Compensation due to non-executive
Directors is determined based on a realistic
assessment of their responsibilities, the
associated risks and market practices.
take all steps necessary to ensure the
integrity of the financial statements and
other important information that must be
disclosed
publication
timeframe;
to
investors,
within the
and
prescribed
their
5.1.1.2. Powers of the Board of
Directors (article 20 of the Bylaws
and article 2 of the Board of
Directors’ internal rules)
approve an internal control and risk
management framework and oversee the
work of the Statutory Auditor and Internal
Audit;
The Board of Directors is vested with the
power to undertake all actions necessary or
useful for the Company to fulfil its
corporate purpose, except for those actions
set aside by law for the General Meeting,
and without prejudice to the powers it may
delegate.
approve any other matters that the
Chairman,
managing
Director
or
Executive Committee member believes
should be submitted for approval by the
Board due to its strategic significance
(even in relation to matters delegated by
the Board to the Executive Committee,
the managing Directors, the Chief
Executive Officers or any third party);
The Board represents the Company in its
dealings with third parties and in legal
proceedings, either as plaintiff or defendant.
It
has
the
following
duties
and
responsibilities, which it performs with the
support of the Chief Executive Officers,
Executive Committee and the Committees
it has established:
take all decisions on matters set aside for
it by law and the Bylaws, including any
decision to be submitted to the General
Meeting;
appoint, monitor and evaluate the
managing Director(s) and Chief Executive
Officers, members of the Committees
established in accordance with the
provisions of the Belgian Companies Code,
assess its own functioning and interaction
with the managing Director(s), the Chief
Executive Officers and the Executive
Committee.
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02 group overview
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the person chairing the meeting holds the
casting vote.
5.1.1.3. Functioning of the Board
of Directors
The decisions of the Board may be taken by
unanimous decision of all Directors,
expressed in writing. However, this
procedure cannot be used for the approval
of the annual financial statements or the
utilisation of the authorised capital.
5.1.1.3.1. Meetings (article 17 of the Bylaws
and article 7.1 of the Board of Directors’
internal rules)
The Board of Directors meets at least four
times a year. Board meetings are convened
and chaired by the Chairman, or, if the
Chairman is prevented from attending a
particular meeting, by the Vice-Chairman,
whenever it is deemed to be in the
Company’s interest or each time a minimum
of two Directors so request.
5.1.1.3.3. Proxies (article 18 of the Bylaws
and article 7.1 of the Board of Directors’
internal rules)
All Directors may ask one of their colleagues
to represent them at a given meeting of the
Board of Directors and vote on their behalf.
This request may be made in writing, by
email, by fax, or by any other means used to
grant unequivocal special representative
powers. In this case, the Director (proxy giver)
represented is deemed to be present.
The Chairman prepares the agenda for each
Board meeting together with the managing
Director(s) or the Executive Committee.
Board meetings are held at the location
indicated in the convening notice.
Members of the Board are convened at least
five working days before the date of the
meeting, unless a shorter timeframe is in
the Company’s interests or the Directors
decide upon one.
A Director may represent one or more
other members of the Board.
Directors may also express opinions and vote
in writing, by email or by fax, but only if half
of the Board members attend the meeting
in person.
Important information needed to allow the
Directors to understand the matters to be
discussed at the meeting are sent to each
Director as soon as possible before the date
of the Board meeting.
5.1.1.3.4. Minutes (article 19 of the Bylaws
and article 7.5 of the Board of Directors’
internal rules)
A Director unable to attend a Board meeting
may be represented by another Director
provided a proxy request is submitted in
writing.
Deliberations of the Board of Directors are
recorded in the minutes of the meeting. In
accordance with the Bylaws, these minutes
must be signed by at least the majority of the
members in attendance. However, the Board
of Directors, at its meeting of 4 September
2019, unanimously decided that the minutes
would be signed at the next Board meeting
and would from now on be signed by the
Chairman, the Board Secretary and if
applicable by Directors that so request.
The Board may invite any persons whose
presence it deems useful to attend its
meetings.
5.1.1.3.2. Quorum and deliberations
(article 18 of the Bylaws and article 7.3
of the Board of Directors’ internal rules)
The Board of Directors may only validly
debate and take decisions if at least half of
its members are present or represented.
These minutes are recorded in a special
register together with any delegations of
authority granted.
Decisions of the Board are adopted on the
basis of a majority of votes cast; abstentions
are not counted. When there is no majority,
Copies or extracts required for legal or other
purposes are signed by the Chairman, by a
managing Director, by two Directors or by a
Chief Executive Officer.
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5.1.1.3.5. Information provided to the Board
(article 9 of the Board of Directors’ internal
rules)
exercise of their powers, subject to the
consent of the Board of Directors or the
person
responsible
for
day-to-day
management (as appropriate).
The Directors have access to all of the
information needed to exercise their duties
in a due and proper manner. Non-executive
Directors may raise issues with members of
the Executive Committee, after having
consulted the Chairman of the Board or a
managing Director and made sure that this
will not jeopardise the proper conduct of
business.
In the event of a special delegation of
powers, the deed of appointment defines
the relevant powers and the related
compensation.
5.1.1.5. Liability of the Board of
Directors (article 25 of the Bylaws)
The Directors and the Statutory Auditor(s)
are not personally liable for undertakings
made by the Company.
Directors may not use the information
received in their capacity as Director for
purposes other than the exercise of their
office. They are required to keep any
information they receive in their capacity as
Director confidential.
Pursuant to common law and the provisions
of the Belgian Companies Code, they may
be held liable for the performance of their
duties and any faults committed in their
management.
5.1.1.4. Day-to-day management –
delegation (article 21 of the Bylaws
and article 3 of the Board of
Directors’ internal rules)
5.1.1.6. Representation
(article 22 of the Bylaws)
The Board of Directors represents the
Company as a collegial body in its dealings
with third parties and in legal proceedings.
The Board of Directors may delegate the
power to manage the Company’s day-to-day
affairs or to represent the Company with
regard to its day-to-day management to one
or more Directors who are also managing
Directors and/or to one or more executives
who are also Chief Executive Officers.
Notwithstanding the Board’s general
powers of representation as a collegial body,
the Company is legitimately represented in
any legal proceedings and in its dealings
with third parties, including with public
officers (and mortgage registrars):
Their roles and responsibilities are set out in
the agreement governing their appointment.
Nevertheless, the limits placed on their
representative powers for the purposes of
day-to-day management shall not be
binding on third parties, even if they are
published.
either by the Chairman of the Board of
Directors, acting alone; or
by two Directors, acting in concert; or
by a managing Director, acting alone; or
by a Chief Executive Officer, acting alone.
The Board of Directors and those
responsible for day-to-day management,
within the limits of the powers of day-to-day
management, may grant special and
precise powers to one or more persons of
their choice, who need not be shareholders
or Directors. Holders of these special powers
may substitute one or more persons in the
The aforementioned persons are not
required to provide any justification of a
prior decision of the Board of Directors.
The Company is also legitimately represented
by special proxies acting within the scope of
their mandate.
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However, the Board of Directors retains
exclusive powers for overall policy and for
acts reserved for the Board pursuant to the
law, the Bylaws or the Board’s internal rules.
The Board may also address any question
relating to operational management, if it
considers it appropriate. In accordance with
the decisions of the Board, the Board may,
in turn, delegate any of its responsibilities to
an Executive Committee.
5.1.2. COMMITTEES
OF THE BOARD OF DIRECTORS
(ARTICLE 21 OF THE BYLAWS)
The Board of Directors may set up any
Committee it deems useful, permanent or
temporary, in an advisory or technical
capacity. The internal rules of these
Committees are set by the Board of
Directors.
Each Committee is governed by its own
internal rules, which define its composition,
role, function and responsibilities as well as
its functioning. These internal rules are
adopted by the Board of Directors.
5.1.2.1.2. Composition of the Executive
Committee
The members of the Executive Committee
are appointed by the Board of Directors. The
Executive Committee has at least three
members, who may or may not be Directors
or Econocom Group employees. The Board
of Directors shall in principle ensure that
each managing Director and each Chief
Executive Officer in charge of Econocom’s
day-to-day management are members of
the Executive Committee.
The Board of Directors shall establish an
Audit Committee within the meaning of
article 7:99 of the Belgian Companies Code,
as well as a Compensation Committee within
the meaning of article 7:100 of the Belgian
Companies Code. The composition of these
Committees, their tasks and internal rules are
established by the Board of Directors,
pursuant to the provisions of the Belgian
Companies Code.
The members of the Executive Committee
may, in their capacity as Committee
members, be removed by the Board of
Directors at any time (without prejudice to
employment or management contracts
binding them to Econocom Group).
The Board of Directors may establish
specialised
Committees
tasked
with
examining and advising on specific issues.
The composition and role of these
Committees are governed by the Board of
Directors in accordance with applicable law.
The members of the Executive Committee
are appointed for a maximum term of six
years. They may be re-elected.
5.1.2.1. Executive Committee
(article 21 of the Bylaws, article 3
of the Board of Directors’ internal
rules and the Executive
The Executive Committee is chaired by
a managing Director appointed by the
Board.
Committee’s internal rules)
5.1.2.1.3. Role of the Executive Committee
5.1.2.1.1. General information
The Executive Committee’s responsibilities
include, but are not limited to:
Pursuant to articles 15:18 and 7:121 of the
Belgian Companies Code and article 21 of
the Company’s Bylaws, the Board may
taking all steps necessary to implement
the decisions or recommendations of the
Board;
establish
an
Executive
Committee,
consisting of several persons, Directors or
not, and delegate to it the operational
management of the Company, as well as
special powers other than those relating to
operational management, without prejudice
to the day-to-day management powers
conferred to the managing Directors and
Chief Executive Officers.
proposing strategic guidelines to be set
by the Board, and framing budgets within
the strategic guidelines laid down by the
Board;
managing the Group’s operating entities
(in accordance with the powers of the
bodies of these entities), and supervising
their financial and operating performance;
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entering into all agreements, making and
approving all pricing proposals, placing
and accepting all orders to buy, sell or lease
any equipment and other capital goods
and services;
representing Econocom in its dealings with
trade union and employer representative
bodies;
drafting and signing all documents
necessary for implementing the powers
delegated to it.
leasing and renting out, even for long
periods, any properties, equipment or
intangible assets, and entering into any
lease and rental agreements concerning
such assets;
Without prejudice to the powers set aside
for the Board or the Board’s Committees,
such as the Audit Committee, the Executive
Committee is also responsible for:
concluding financing, with or without the
provision of collateral, except for the
following transactions, which fall within the
scope of the powers of the Board: any
capital market transaction (other than
commercial paper), any financing that has
the effect of causing consolidated net debt
to exceed consolidated equity or to
represent more than 2x consolidated
EBITDA;
implementing internal controls;
preparing full, timely, reliable and accurate
financial statements in accordance with
accounting
standards
and
with
Econocom’s overall policies as defined by
the Board;
presenting the Board with an impartial
and comprehensible assessment of the
Company’s financial position and, more
generally, promptly providing the Board
with all of the information it needs to
perform its duties.
performing
any
external
growth
transaction, investment or disinvestment,
with the exception of strategic transactions
(including any transaction whose value or
consideration exceeds €4 million), which
fall within the scope of the powers of the
Board of Directors;
The Committee may in turn delegate all
powers assigned by the Board of Directors,
both to Econocom employees and third
parties.
acting in dealings with the national
government or EU, regional, state and
municipal authorities, the Crossroads
Bank for Enterprises (Banque-Carrefour
des Entreprises), the tax authorities, the
The powers conferred on the Executive
Committee shall in no event include the
powers reserved by law, the Bylaws or
internal rules for the Board of Directors. It is
also the responsibility of the Executive
Committee to:
postal
service,
customs
authorities,
telecommunications companies and any
other public departments or authorities;
submit to the Board any question relating
to strategic transaction bearing on
a
managing
all
legal
or
arbitration
Econocom or the Group, without prejudice
to the Board’s powers to examine any
issues relating to operational management;
proceedings, as plaintiff or defendant,
negotiating all settlements, taking all steps
necessary in this respect, and obtaining
and enforcing all rulings;
respect the day-to-day management
powers delegated by the Board of Directors
to one or more managing Directors and/or
Chief Executive Officers.
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5.1.2.1.4. Functioning of the Executive
Committee laid down by law, the Bylaws
or its internal rules
The Executive Committee takes all steps it
deems necessary to allow the Board to fulfil
its duty of oversight as required by law, the
Bylaws and its internal rules.
With the exception of the matters described
below, the rules set out in the Bylaws
applicable to Board meetings, deliberations
and minutes also apply to the Executive
Committee.
At
31 December
2021,
the
Executive
Committee consisted of Jean-Louis Bouchard,
representing Econocom International BV,
Éric Bazile,
Angel
Benguigui,
Philippe
Goullioud, Laurent Roudil, Chantal De Vrieze
and Samira Draoua.
The Executive Committee meets at the
initiative of its Chairman, or when requested
by two Executive Committee members. The
Executive Committee meets at least ten
times a year. Meetings are held at the
location indicated in the convening notice.
5.1.2.2. Audit Committee
(article 21 of the Bylaws and the
Audit Committee’s internal rules)
5.1.2.2.1. General information
The agenda for the meetings is set by the
Chairman. However, members are entitled to
propose the addition to the agenda of any
item they deem necessary. The Executive
Committee’s discussions are based on files
containing all information needed for
decisions to be made, distributed to each
member. The Executive Committee may
invite any persons whose presence it deems
useful to attend its meetings.
The Board of Directors has set up an Audit
Committee in accordance with article 21 of
Econocom Group’s Bylaws and with
article 7:99 of the Belgian Companies Code.
The role of the Audit Committee is to assist
the Board of Directors in performing its
duties of oversight of Econocom’s business in
the broadest sense of the term. More
specifically, the Audit Committee assesses
financial information and monitors internal
control, risk management and internal and
external audit processes. It issues opinions.
The Executive Committee acts as a collegial
body; its decision-making is based on
a consensus-building
process.
Where
appropriate, the Chairman of the Executive
Committee may put matters discussed to
the vote, at his own initiative or further to the
request of two other members. Matters are
then decided by a majority vote of all
members present. When there is no
majority, the Chairman holds the casting
vote.
5.1.2.2.2. Composition of the Audit
Committee
The Audit Committee comprises at least
three Directors, exclusively non-executive,
one of which must be an independent
Director. If additional Directors are appointed
to the Audit Committee, the Committee
must always include at least one
independent Director with accounting and
audit expertise.
The Executive Committee reports to the
Board of Directors on its management and
on any significant issues falling within the
scope of its responsibility. The Chairman of
the Committee or any other Committee
member appointed for the purpose issues a
quarterly report in this regard for the
Chairman of the Board of Directors; this
report includes internal reporting of
financial results for the quarter.
The members of the Audit Committee are
appointed by the Board of Directors. The
three-year term of office is renewable.
The Chairman of the Audit Committee is
appointed by the members of the Audit
Committee. The Chairman of the Board of
Directors cannot chair the Audit Committee.
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The term of office of a member of the Audit
Committee ends at the same time as his
term of office as Director.
2. Internal control – risk management
ensuring that the risk management
and control system is effective,
assessing whether the systems are
appropriate and, where applicable,
making recommendations to mitigate
any material risks,
At 31 December 2021, the Audit Committee
consisted of Robert Bouchard, Jean-Philippe
Roesch and Marie-Christine Levet. The
Committee is chaired by Robert Bouchard.
reviewing
the
results
of
any
5.1.2.2.3. Role of the Audit Committee
investigations undertaken within the
Company in response to fraud or
errors, or for any other reason, as well
as decisions made by Executive
Management on these occasions and,
where necessary, formulating its own
recommendations,
The Audit Committee is responsible for the
tasks described below:
1. Production of financial information
monitoring the process of preparing
financial information and ensuring
its reliability,
i.e.,
the
accuracy,
ensuring that the systems in place
completeness and consistency of the
financial statements,
within
the
Company
and
its
subsidiaries to guarantee compliance
with the main legal and regulatory
requirements applicable to them,
discussing any material financial
reporting issues with the members of
the Executive Committee and with the
Statutory Auditor. The Executive
Management, and in particular the
ensuring the implementation of
a
specific system for employees to
confidentially raise concerns about any
irregularities in the preparation of
financial information or other matters;
managing
Director(s)
and
Chief
Executive Officers inform the Audit
Committee of the methods used to
account for material and unusual
transactions when several possible
approaches exist, and of the existence
and justification of activities carried out
through special purpose vehicles,
3. Internal Audit
reviewing
recommendations
and
making
Executive
on
Management proposals relating to:
the appointment and replacement of
the Internal Audit manager for whom
the Audit Committee has a right of
veto,
communicating the results of the
statutory audit of the annual and
consolidated financial statements to
the Board of Directors, explaining how
the statutory audit contributed to the
integrity of the financial information
and the Audit Committee’s role in this
audit process;
the annual budget allocated to its
operations;
defining, together with the Internal
Audit manager, the control plan to be
conducted during the financial year,
ensuring
the
systematic
implementation of the Internal Audit
control plan and updating it at least
every six months,
reviewing the effectiveness of the
Internal Audit function, chiefly by
analysing
to
what
extent
management provides full support
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02 group overview
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and applies the findings and
recommendations;
of the Audit Committee to place any item
he or she considers appropriate on the
agenda.
4. External Audit
The Audit Committee takes care to
preserve free and open communication
with the Executive Management.
formulating recommendations to the
Board of Directors as to the
appointment
of
the
Company’s
Statutory Auditor or the renewal of
his/her term of office, the amount of
his/her compensation and any mention
of his/her mission,
The Audit Committee may invite the
Statutory Auditor, Internal Audit manager
and any other member of the Executive
Management or Econocom Group employees
to attend all or part of its meetings. The
Internal Audit manager and the Statutory
Auditor must each attend at least two Audit
Committee meetings per year.
ensuring
Statutory
Auditor’s
independence, chiefly in light of the
provisions set forth in the Belgian
Companies Code,
Before meetings of the Audit Committee, its
Chairman is responsible for ensuring that
members receive accurate, complete and
clear information in connection with the
items on the agenda. The Executive
Committee is required to provide all
necessary information, and the Audit
Committee may request any clarification it
deems necessary.
identifying the Statutory Auditor’s
work programme and reports,
periodically reviewing the effectiveness
of the external audit process and
analysing
how
the
Executive
Management follows up on any
recommendations made by the
Statutory Auditor,
defining, together with the Company’s
Statutory Auditor, the nature, scope
and cost of the Statutory Auditor’s
involvement in any work performed
that is unrelated to the statutory audit
engagement;
Except in emergencies identified by the
Chairman of the Audit Committee, Audit
Committee meetings are convened at least
five working days before they are due to
take place. A shorter timeframe may apply
provided that all members agree.
5. Other
formulating recommendations to the
Board of Directors concerning
The Audit Committee can deliberate if at
least two of its members are in attendance
or legitimately represented. Decisions are
made by a majority of votes cast. If the
majority requirement is not met, the
Chairman of the Committee makes the final
decision.
matters falling within the scope of
responsibility of the Audit Committee,
fulfilling any other roles assigned by
the Board of Directors.
The Chairman of the Audit Committee is in
charge of preparing the minutes of the
meetings.
5.1.2.2.4. Functioning of the Audit
Committee
The minutes signed by the Chairman of the
Audit Committee are sent to the Chairman
of the Board of Directors and made available
to all members of the Audit Committee, the
Board of Directors and the Statutory
Auditor.
The Audit Committee meets as often as
necessary and at least four times a year. At
least two meetings a year deal chiefly with
the financial statements.
The Chairman of the Audit Committee
determines the agenda for each meeting.
An Executive Management or Audit
Committee member may ask the Chairman
The Audit Committee informs the Board of
all significant issues to for which it believes
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that measures must be implemented or for
which an improvement is recommended.
Directors. The majority of members are
independent as defined by article 7:87,
section 1 of the Belgian Companies Code.
The Compensation and Appointments
Committee has the necessary expertise in
matters of compensation.
The Audit Committee annually assesses its
functioning and effectiveness. It meets for
this purpose with the Internal Audit
manager and the Statutory Auditor for an
exchange of views on the audit process and
the Audit Committee’s internal rules. It
reports this assessment to the Board of
Directors and makes, if necessary, proposals
for modifications.
The term of office of Compensation and
Appointments Committee members is four
years, and does not exceed their term of
office as Directors. It may be renewed at
the same time as their term of office as
Directors.
5.1.2.3. Compensation
The Compensation and Appointments
Committee is chaired by a non-executive
Director.
and Appointments Committee
(article 21 of the Bylaws and the
Compensation and Appointments
Committee’s internal rules)
The Chairman of the Compensation and
Appointments Committee oversees its work
and takes all necessary steps to create a
climate of trust within the Committee by
contributing to open discussions and
encouraging constructive debate.
5.1.2.3.1. General information
The Board of Directors has established a
Compensation Committee in accordance with
article 7:100 of the Belgian Companies Code
and article 21 of the Company’s Bylaws. On
23 January 2020, the Board of Directors
decided to extend the Compensation
Committee’s responsibilities to Appointments,
and to limit its scope of action to corporate
officers (Directors and Chief Executive Officers
in charge of day-to-day management) and
executives involved in the Group’s Senior
Management. Members of the Executive
Committee who are not involved in the
Group’s Senior Management do not fall within
the scope of this Committee’s activities.
Members of the Compensation and
Appointments
Committee
choose
a
Secretary from among themselves.
At 31 December 2021, the Compensation and
Appointments Committee consisted of
Adeline Challon-Kemoun, Marie-Christine
Levet and Robert Bouchard. The Committee
is chaired by Marie-Christine Levet.
5.1.2.3.3. Role of the Compensation and
Appointments Committee
Compensation component
The Compensation and Appointments
Committee mainly advises and assists the
Board of Directors. The Committee also
performs the duties that may be assigned
to it by the Board of Directors in regarding
compensation and appointments. It carries
out its duties under the supervision of the
Board. In this context, it ensures free and
open communication with the Chairman of
the Board and executive management.
At the request of the Chairman of the Board
and with respect to persons within the scope
defined above, the Committee is responsible
for formulating recommendations and giving
its opinion to the Board on:
a) the compensation policy;
b) individual compensation (in particular
Directors’
fees,
fixed
and
variable
compensation,
including shares and stock options,
termination benefits);
long-term
incentives,
5.1.2.3.2. Composition of the Compensation
and Appointments Committee
The Compensation and Appointments
Committee consists of three non-executive
2021 annual report
63
02 group overview
corporate governance
c) the contractual terms and conditions
that support this compensation;
The Committee also ensures that appropriate
talent development programmes and
diversity promotion programmes are in
place.
d) the determination and assessment of
performance targets linked to individual
compensation;
The Board of Directors has granted
the Compensation
and
Appointments
e) stock option or share plans (budget,
Committee, in accordance with article 21 of
the Bylaws, decision-making powers on
behalf of the Board of Directors with respect
to stock option plans or any other plans for
granting financial instruments, such as
warrants, existing or future plans. In this case,
the Committee’s conducts its work under the
responsibility and supervision of the Board to
which it reports. Within the limits of the
powers entrusted to the Board and in
accordance with its rules, the Committee is
subsequently responsible for implementing
the plans and in particular for allocating and
distributing, following the recommendation
of the Chairman of the Board of Directors,
the amount previously set by the Board of
Directors.
beneficiaries, characteristics and conditions).
Based on the data provided by the
Company’s
Senior
Management,
the
Committee prepares the compensation
report which is subsequently added to the
corporate
governance
statement.
In
particular, it reviews the change in the total
amount paid to the ten highest paid
employees. It prepares and comments on the
compensation report during the Ordinary
General Meeting.
A compensation policy for executives of the
Company was approved by the Ordinary
General Meeting of 18 May 2021 and
published on the Company's website.
Appointments component
5.1.2.3.4. Functioning of the Compensation
and Appointments Committee
At the request of the Chairman of the Board,
the Committee is responsible for formulating
recommendations and giving its opinion to
the Board on the appointment and
reappointment of corporate officers and the
appointment of executives with the
authorised in fact or in law to use the Group’s
signature.
The Compensation and Appointments
Committee meets as often as necessary
and at least twice a year.
Compensation
and
Appointments
Committee meetings are convened by the
Chairman, who also determines the agenda.
A Director or Executive Committee member
may ask the Chairman of the Compensation
and Appointments Committee to place any
item he or she considers appropriate on the
agenda.
Working closely with the Chairman of the
Board, the Committee draws up and submits
to the Board a succession plan for executive
corporate officers.
The Committee ensures the existence of
succession plans for the Company’s key
positions.
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2021 annual report
group overview 02
corporate governance
Except in the event of emergencies identified
by the Chairman of the Compensation
and Appointments Committee are made by
a majority of votes cast by Compensation and
Appointments Committee members that are
in attendance or legitimately represented. In
the event of a tie, the Chairman of the
Committee makes the final decision.
and Appointments
of Compensation
Committee,
and Appointments
notice
Committee meetings (and the agenda for
said meeting) are sent by any means
ordinarily used by the Company within a
reasonable period before the meeting is due
to take place.
5.2. Conflicts of interest
The Company’s corporate officers must
comply with the recommendations of
article 7:96 (conflicts of interest between the
Company and a Director) and 7:97 (intragroup
conflicts of interest) of the Belgian
Companies Code.
Before meetings of the Compensation and
Appointments Committee, its Chairman is
responsible for ensuring that members
receive accurate, complete and clear
information and all relevant documents
related to the items on the agenda.
To comply with the Corporate Governance
Code, the Company has issued a number of
recommendations for its Directors and
the members of its Executive Management
concerning transactions and other contractual
relationships between the Company (and any
companies related to it), its Directors and the
members of its Executive Management when
such transactions and other contractual
relationships are not covered by legal
provisions on conflicts of interest.
The Senior Management provides all
necessary information, and the Compensation
and Appointments Committee may request
any clarification it deems necessary.
The Compensation and Appointments
Committee may invite any persons whose
presence it deems useful to attend its
meetings. The Committee may ask for an
independent professional opinion on issues it
considers necessary to perform its duties, at
the Company’s expense, within the limit of
an annual budget approved by the Board of
Directors.
These recommendations are outlined in the
conflicts of interest procedure adopted on
22 November 2012 by the Board (the “Internal
rules on Conflicts of Interest), and in the
stipulations relating, respectively, to conflicts
of interests of Directors and of members of the
Executive Committee, described in the Board
of Directors’ internal rules and the Executive
Committees’ internal rules respectively.
Directors may not attend Compensation
and Appointments Committee meetings
that deliberate on their own compensation,
and therefore may not take part in any
decisions in this respect.
The Chairman of the Board of Directors may
participate in meetings of the Compensation
and Appointments Committee in an advisory
capacity when said meetings discuss
compensation for other Directors and
executives.
In short, Directors and Executive Committee
members must at all times act in the
interests of the Company and its subsidiaries.
They apply rigorous discipline to exclude
potential conflicts of interest in respect of
personal assets, professional or other aspects
as much as possible, and to comply strictly
with rules on conflicts of interest adopted by
the Company.
The Compensation and Appointments
Committee can deliberate if at least two of its
members are in attendance or legitimately
represented. Decisions of the Compensation
2021 annual report
65
02 group overview
corporate governance
When a Director or an Executive Committee
member, directly or indirectly, has an interest
that is contrary to a decision or transaction
made by Econocom, bearing on personal
assets or not, he or she shall immediately
inform the Chairman of the Board, and, if he
or she is a Director, the other Directors, and if
he or she is a member of the Executive
Committee, the other members of said
Committee, no later than the beginning of
the meeting at which the matter giving rise
to the conflict is discussed. He or she shall
then not take part in the discussion or vote
on the matter. The Chairman shall then
decide whether it is appropriate to make a
report to the Board.
of Econocom, an American SME, he brought
together all the international subsidiaries of
ECS and named the new entity Econocom.
Elected entrepreneur of the year by
Challenges magazine in 1987, Jean-Louis
Bouchard had a highly forward looking vision
of the changes that IT would bring about in
the daily lives of companies, institutions and
users. Thanks to his external growth strategy,
the Group expanded rapidly, anticipating the
convergence between IT and telecoms, and
the need to offer its customers financing
solutions to enable them to undertake the
in-depth transformation of their companies.
In 2013, Econocom acquired the Osiatis
group, which enabled it to make a major
breakthrough in the field of digital services.
Econocom puts the users at the centre of
digital transformation, offering them useful
and meaningful technologies and solutions.
Jean-Louis Bouchard studied at the Prytanée
National Military School of La Flèche before
joining the École Nationale Supérieure du
The transactions covered by this section are
submitted to the Audit Committee, whose
task is to ensure that said transactions
comply with the procedures outlined above
or, where applicable, that they are normal
transactions conducted under normal
market conditions and guarantees generally
applied to transactions of a similar nature.
The Audit Committee found that almost all of
agreements reached during the 2021
financial year were normal transactions
conducted under normal market conditions.
Génie Maritime and becoming
a naval
architect. He played the major role in the
arrival of Les Abeilles within the Econocom
Group in early 2020.
Robert Bouchard began his career with Cardif
in 1995 as negotiating clerk for MATIF on the
Paris stock exchange. In 1997, he became an
All material agreements between Econocom
Group and its related parties are disclosed in
note 22, “Related-party information”, to the
consolidated financial statements in the 2021
annual report.
executive shareholder of
a
number of
restaurants in Paris (La Gare, L’Ampère,
Meating and Carmine). In 2010, he took over as
Chairman of APL Datacenter (specialising in
the design, implementation and operation of
datacentres), and is currently its majority
shareholder. He was Chairman of Digital
5.3. Biographies
of Directors
Dimension
from
November 2016
to
Econocom International BV is controlled and
represented by Jean-Louis Bouchard. After
starting his career at IBM in Europe and the
United States, Jean-Louis Bouchard laid the
foundations of the Group in France in 1973
under the name of Europe Computer
Systèmes (ECS). After the acquisition in 1984
November 2017, Group Chief Operating Officer
from June 2017 to March 2018, and Group
Chief Executive Officer from March 2018 to
November 2018.
Robert
Bouchard
is
Jean-Louis Bouchard’s son.
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2021 annual report
group overview 02
corporate governance
Adeline Challon-Kemoun began her career
as communications consultant with
2020. He remains a Director of Econocom
Group.
a
Image 7. She subsequently held senior
management positions (Euris and Rallye) and
served as Communications Director for major
groups (Casino, France Télévisions and Air
France-KLM). She was notably Executive Vice
Marie-Christine Levet is one of France’s
pioneering figures in the Internet world and
has over 25 years’ experience in the new
technologies
sector
as
both
an
entrepreneur and investor. She has run
several French Internet and media
companies (Lycos, Club-Internet, Tests
group, etc.). Leveraging her entrepreneurial
experience, Marie-Christine Levet switched
over to the investment sector, taking part in
the founding of Jaina Capital, one of
France’s first investment funds specialising
in seed funding. Convinced of the
education sector’s need to undergo
President
of
Marketing,
Digital
&
Communications for Air France-KLM and a
member of the Group Executive Committee
until 2017. In 2018, she joined the Michelin
group as Executive Vice President of
Engagement and Brands, and became a
member of the Group Executive Committee.
She has a sound understanding of the
expectations of brand and image issues, as
well as individual and corporate customers.
transformation,
Marie-Christine
Levet
Véronique di Benedetto started out as an
Account Manager at IBM. In 1985, she
founded Educapital, the first European
investment fund devoted to the innovative
education sector, in October 2017. She is
also a Director of Maisons du Monde,
SoLocal and AFP. Her entrepreneurial
experience as both an investor and Director
of pioneering companies in the digital
market as well as in digital transformation
consulting is an asset in supporting
Econocom Group’s development strategy.
became
a
sales agent before being
appointed Sales Director with ECS, and then
taking over the Group’s international
activities, and finally becoming Chief
Executive Officer in 2009. After the merger
between Econocom and ECS, she was
appointed Deputy Chief Executive Officer of
the new Group, running operations in France.
In 2015, she was appointed Vice-Chair France,
responsible primarily for CSR strategy and
start-up supervision in various sectors,
including education and culture. She is also
Vice-Chair of Numeum, a French professional
body for digital companies.
Jean-Philippe Roesch began his career with
six years at Arthur Andersen. He joined
Econocom Group at the end of 1989 as Chief
Financial Officer for Econocom France. After
heading various subsidiaries within the
Group, Jean-Philippe Roesch held a number
of roles (Company Secretary of Econocom
Group in 2001, Deputy Chief Executive
Officer in 2004), culminating in his
appointment as Chief Executive Officer in
2006. He ceased to perform these duties at
the end of 2016. From October 2018 to
July 2019, he had a support role for the
Executive Committee.
Bruno Grossi worked for over 20 years at
Accenture, where he was partner, in charge
of the telecom and media sectors in France
and in Benelux. Co-Chairman of Osiatis
between 2010 and 2013, before its merger
with Econocom Group in September 2013, he
was its managing Director in charge of
day-to-day management until 20 October
2021 annual report
67
02 group overview
corporate governance
Eric Boustouller developed his career in the
digital sector. Within large global groups, he
held marketing and sales positions (Compaq,
Honor (Chevalier de la Légion d’Honneur) in
France.
The Econocom Board of Directors declares
that, to its knowledge, none of the Directors
have ever been convicted of fraud or subject
to any official or public indictment and/or
sanction preventing him/her from acting as a
member of the management or supervisory
body by any legal or supervisory authority,
and that none of the Directors have been
prevented by a court of law from serving as a
member of the governing body and that, in
this capacity, they have never been involved
in bankruptcy proceedings.
Microsoft)
and
Senior
Management
responsibilities (Microsoft France then
Western Europe). Since November 2021, he
has been a Partner in the C4 Ventures
investment fund. From 2010 to 2012, he was
Chairman of the French-American Chamber
of Commerce and from 2017 to 2020, CEO of
Solocal, a French listed company. Since 2011
he has been a business angel in start-ups
(Content Square, Codingame, Confiant, Jus
Mundi, Saagie, Intercloud, Elevo, etc.) and
investment funds (Partech, Cap Horn, C4
Ventures). He is also a Knight of the Legion of
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2021 annual report
group overview 02
research and development
6. Research and development
The Group is applying a dynamic of digital
transformation by creating differentiating
solutions to support its development strategy
and achieve its operational excellence
objectives.
for the Group’s business. In this context, work
was carried out on the virtualisation of
workstations and end-to-end management
of virtualised assets, as well as research and
development on the use of artificial
intelligence and chatbots to optimise user
support. The experiments carried out in 2021
proved very satisfactory and enabled us to
translate this R&D work into customer
projects, and to identify new research fields
to exploit the full potential of artificial
intelligence and digital technology to serve
the user experience.
In 2021, R&D efforts were pursued in
continuity with the areas developed in prior
years with the aim of providing intensive
support and assistance for any innovative
solutions produced by our customers.
For example, for several years we have been
working to reduce our own carbon footprint
but also to develop concrete and innovative
solutions to help our customers reduce the
environmental impact of their digital devices
and make them a lever for social inclusion.
For example, we have developed Watt's
Green, which makes it possible to measure
the environmental impact of digital
technology and identify the levers to act on
it by exploiting all available data on the life
cycle of digital equipment.
Using these indicators and Econocom’s
expertise, we help our clients identify the
levers for improving performance and
create action plans to accelerate the digital
transformation.
For some of its business, the Group is
entitled to a research tax credit (Crédit
d’Impôt Recherche) in France. As a result, it
is able to forge ahead with bold medium-
and long-term projects that will offer a
significant advantage in terms of enabling
the Group to differentiate its technological
offering.
In 2021, the Group continued its efforts to
strengthen the collaboration of its various
entities (Planet and Satellites) around
innovative projects in order to federate all
available expertise around promising themes
2021 annual report
69
02 group overview
main investments
7. Main investments
In addition to developing new products and software tools, and recruiting new sales staff and
engineers, Econocom Group carries out external growth transactions in order to acquire
specific skills, accelerate its growth and increase its profitability.
The Group’s main investments over the last three years are described below.
OTHER INTERESTS ACQUIRED
7.1. In 2019
OTHER INTERESTS ACQUIRED
AND INVESTMENTS
AND INVESTMENTS
During the year, Econocom bought out
certain non-controlling interests in its
Synertrade: the Group acquired the minority
stake (10%) in July 2019, thus raising its stake
to 100%.
subsidiaries:
Altabox: Econocom Group increased its stake
in the company through the acquisition
Gigigo: Econocom Group SE acquired all the
non-controlling interests (30%) in July 2019.
of the shares from
shareholder, thus increasing its stake to 80%.
a
non-controlling
Infeeny: during the first half, Econocom
Group SE acquired 9.66% of the company’s
share capital.
Bizmatica: Econocom acquired the minority
stake through the exercise of its options,
raising its interest to 100%.
JTRS: Econocom Group increased its stake
in the company through the acquisition of
shares from a minority shareholder (5%).
Asystel Italia: Econocom Group acquired the
shares of a minority shareholder, increasing
its stake in the company to 70%.
Altabox: at end-2019 the Group exercised
part of its options on 15% of the company’s
share capital, raising its interest to 85%.
EnergyNet: at end-2020 the Group exercised
part of its options on the remainder of the
company’s capital, raising its interest to 100%.
7.2. In 2020
The deals carried out in 2020 are as follows:
7.3. In 2021
Bolstered by
a
strengthened financial
structure and sharply lower operating costs,
the Econocom Group has, in 2021, resumed
an ambitious segment- and country-based
acquisition policy. The Group's ambition is to
speed up acquisitions in its Services business
in France, in its Products & Solutions business
in the UK and Spain, and in its Technology
Management & Financing business in France
and Germany. This strategy is part and parcel
of the Group's development policy in
geographical areas where it already has a
strong presence, with the goal of
accelerating synergies between its various
business segments.
acquisitions in the Technology Management
& Financing activity.
In September 2020, Econocom acquired the
entire share capital of the French company
Les Abeilles, the French specialist in towing
and rescuing in high seas.
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2021 annual report
group overview 02
main investments
In this context, Econocom acquired
a
After six years of fruitful collaboration within
the Econocom satellite model, which enabled
Alter Way to develop its business, Alter Way
joined the Smile group in October 2021,
whose ambition is to consolidate its position
as European leader in open source. Alter Way
remains a preferred commercial partner of
Econocom for services related to open source
technologies.
majority stake in Trams Ltd in the United
Kingdom. Trams is a recognised player in IT
distribution in the UK thanks to its key
partnerships with Apple, HP, Lenovo and Dell.
This alliance with Trams, which will expand
the Group's footprint in a core target country,
fits in perfectly with the Group's strategy of
building an attractive global offering around
distribution. This will also foster strong
complementarities with TMF's digital asset
financing solutions. At the time of the
acquisition, Trams had 40 employees based
in London and generated revenue of
£42 million in 2020.
OTHER INTERESTS ACQUIRED
AND INVESTMENTS
During the year, Econocom also bought out
certain non-controlling interests in its Infeeny
subsidiary, raising its interest to 100%.
2021 annual report
71
02 group overview
additional information
8. Additional information
8.1. Legal and arbitration
8.2. Major contracts
proceedings
In the course of its operations, the Group
signs substantial contracts with its customers,
suppliers, funders and other partners, some of
which are binding for several years. The
importance of these parties is outlined in
chapter 4, section 3, “Dependency Risks”.
Governmental, legal or arbitration proceedings
against the Group, pending or threatened,
are subject to provisions established in
accordance with IAS 37, taking into account all
available relevant information on such
proceedings.
The total consolidated amount of provisions
for all of the Group’s disputes (see note 16
to the consolidated financial statements)
includes all outflows of resources (excluding
any possible reimbursements) deemed likely
for all types of claims and litigation to which
the Group may be party as a result of
conducting its business.
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2021 annual report
03
corporate
social
responsibility
Our approach
2. Support the new responsible
uses of our customers and users
74
103
CSR stakes and mission
The organisation
Our roadmap
74
75
75
2.1 Develop our offer of green and
responsible products and services
2.2 Promote responsible digital
103
Actions and highlights
76
business and the circular economy 107
References, standards and highlights
Labels and certifications
76
76
3. Federate an ecosystem to create
shared value
110
Increased presence among
Green IT players
Commitments to the SDG
(Sustainable Development Goals)
Main CSR risks identified to which the
Group believes it is exposed
77
77
78
3.1 Partnerships in the education
and university sector
3.2. Become the partner of choice
for innovative companies and
integrate them into our offers
3.3. Develop our local roots
110
113
114
1. Nurture our excellence through
responsible commitment
79
Methodological note on the
Non-Financial Performance
Statement
1.1. Position ourself as
a committed employer
1.2. Conduct a demanding
environmental policy
116
117
79
90
Key performance indicators
1.3. Be an ethical and responsible player 98
2021 annual report
73
03 corporate social responsibility
our approach
Our approach
CSR stakes
and mission
How do we set this in motion?
Responsibility
is
more
than
ever
The Group also seeks to have a positive
societal and social impact by promoting the
diversity of skills, by being more socially
supportive and developing evermore
people-oriented ethics.
encapsulated in Econocom’s DNA. In 2021,
the Group strengthened most of its flagship
initiatives and launched new ones, both in
France and internationally. To embody its
vision, in 2021 the Econocom Group
published its Manifesto in which it recalls the
goals it has committed to pursue as a
Responsible Digital Entrepreneur. In the
same year, the Group became a member of
the Institut du Numérique Responsable and
published its ESG indicators on the
government platform Impact.gouv, as well as
in its first Impact report.
Useful digital technology at the core of
the CSR mission
Econocom designs and develops digital
technology that is really useful for the
end user.
We believe that useful digital technology is
one of the essential keys not only to fight
against digital waste, but also contribute to
the performance and competitiveness of
companies. Econocom’s mission regarding
social responsibility is: to provide our
customers and their users with effective
Environmental and societal stakes
Digital pollution generated by the internet
seems invisible. However, each email, each
search or each video consumes energy and
generates greenhouse gas emissions. Various
studies quantified the impact from digital
technology on a global scale, placing it
and
responsible
digital
solutions,
generating a positive impact.
This commitment to useful
digital
technology is also reflected in philanthropy
initiatives to fight the digital divide. The
recycling or reuse of equipment, in
partnership with social and solidarity-based
economy structures, is also one of our priority
projects. Of course, the Group also strives to
optimise the energy efficiency of its own
digital infrastructures.
between 2% and 4.3% of total CO emissions
and between 5 and 10% of total electricity
consumption, depending on the sources.
2
As a digital player, the Econocom Group
must take concrete action, and quickly.
This is why the Econocom Group makes
responsible digital technology and the
fight against digital waste two major
focus areas of its CSR strategy.
HR and environmental commitment
Finally, the Econocom Group’s social
responsibility cannot be envisaged without
an appropriate HR strategy and a responsible
environmental policy.
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2021 annual report
corporate social responsibility 03
our approach
The organisation
Econocom’s CSR policy involves all Group
the points which Econocom would like to
develop over the next few years.
employees and is implemented by
a
dedicated organisational structure. The
CSR Department is headed by Véronique
di Benedetto, Vice-Chairperson France. This
department presents the CSR policy to the
Board of Directors and other management
bodies.
NURTURE OUR EXCELLENCE
THROUGH RESPONSIBLE
COMMITMENT
Position ourself as a committed employer.
Conduct
policy.
a demanding environmental
The policy is managed by a CSR Steering
Committee
comprising
Directors
Be an ethical and responsible player.
representing the Group’s main functions. It
approves the strategic priorities and
objectives of the CSR programme and
ensures that objectives are met.
SUPPORT THE NEW RESPONSIBLE
USES OF OUR CUSTOMERS AND
USERS
A panel of CSR functional and geographical
correspondents has been created. These
correspondents are part of the operational
teams of members of the CSR Steering
Committee. They are responsible for meeting
objectives in their respective scopes. They are
Promote responsible digital services
(environmental impact, digital divide) and
the circular economy.
Boost responsible innovation in internal
and external collaborations.
responsible
for
the
operational
FEDERATE AN ECOSYSTEM TO
CREATE SHARED VALUE
implementation of the action plans approved
in Committees, and they are also the
ambassador for the policy with their teams.
Support new uses linked to useful digital
business in the education sector, and
Green IT.
Our roadmap
Become the partner of choice for
innovative companies and integrate them
into our offers.
The ambitious and demanding road map
includes all of the significant issues
identified in the survey of internal and
external Group stakeholders. It highlights
Develop our local roots.
2021 annual report
75
03 corporate social responsibility
actions and highlights
Actions and highlights
References, standards and highlights
Since 2012, the Econocom Group has joined the United Nations Global Compact. Through this
membership, Econocom is committed to respecting and promoting the ten principles of the
Global Compact. These principles concern: human rights, labour law, the environment and the
fight against corruption;
Econocom was honoured with the Ecovadis
Silver medal for its CSR performance with a
score of 62/100 in 2020, up four points
compared with 2019.
the Government for a more responsible
economy, intended to make environmental,
social and corporate governance data visible
and readable.
This year, Econocom also signed the
Charter of the Institut du Numérique
Responsable.
The Econocom Group published its very first
impact report on its actions as a responsible
digital entrepreneur. This first report
demonstrates the Group’s desire to
measure, in a concrete and continuous way,
the impact of its actions for responsible
digital technology, in connection with its
ecosystem.
The Econocom Group was ranked among
the 200 socially responsible companies in
France, and among the top 20 in its
business
segment.
This
study
was
conducted by Le Point, in collaboration with
Statista. This recognition is a tribute to the
many efforts made by the Group and
reinforces its commitment to its ecosystem,
the circular economy, inclusion and
innovation to meet the challenges of the
future.
groupe-econocom-devoile-son-premier-
rapport-impact)
Labels and certifications
Econocom uses the ISO 26000 standard
to ensure compliance with the guidelines
in terms of social responsibility.
ISO 9001 and ISO/CEI 27001 certifications
are managed locally in France, Morocco,
Benelux, Spain and Italy.
Econocom is one of the few DSCs to have
signed the Impact Manifesto launched by
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actions and highlights
Increased presence among Green IT players
Since 2021, Econocom has been
member of the Institut du Numérique
Responsable.
a
Econocom won the Second Life Award
organised by the Cas d’Or for responsible
digital technology for its Ecotwice offer.
Econocom was present at the Produrable
trade fair in September 2021 to run a
workshop on solutions for measuring the
digital impact of companies.
In November 2021, Econocom took part in
the first edition of the Green’Tech Forum
and ran a workshop on the end of life of IT
equipment.
Commitments to the SDG
(Sustainable Development Goals)
Econocom recognises the urgency for private and public sector players to converge
together towards the 17 Sustainable Development Goals identified by the United Nations.
As part of its commitment, Econocom has identified goals that fall under a priority
commitment, active contribution, or participation. 11 Goals have been identified and
included into the CSR policy.
Priority
commitments
Active
contribution
Participation
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03 corporate social responsibility
actions and highlights
Main CSR risks identified to which the Group believes it
is exposed
Econocom operates in a rapidly changing environment. This naturally exposes the company
to various CSR risks. If these CSR risks were to materialise, they could affect the Company’s
activities, weaken its financial results, affect its reputation and, more generally, jeopardize
the achievement of its short- and medium-term objectives.
The most significant risks, specific to Econocom, are presented below, by theme and by
strategic area. This presentation of CSR risks is not intended to present all of Econocom’s
risks.
CSR stake
(roadmap)
Chapter
number
Strategic area
Theme
Risks
Increased turnover rate and
difficulty in attracting, developing
and retaining sufficient talent
Talent attraction
1
1
Deterioration of quality of life
at work, health and safety not
guaranteed
Health, safety and
well-being at work
Position ourself
as a committed
employer
Out-of-date skills in relation to
market needs and/or changes
(turnover, training, etc.)
Skills development
Social dialogue
1
1
1
Deterioration of internal
relations and social climate
Discrimination/unequal
treatment of employees (parity,
inclusion of all forms of diversity)
Inclusion and diversity
Nurture our
excellence
through
responsible
commitment
Taking into account the
impacts of activities on
climate change
Negative impacts of activities
on the environment
Conduct
1
1
1
a demanding
environmental
policy
Digital environmental
impact (Green IT)
Negative impacts of digital
technology on the environment
Practices contrary to ethics rules
Non-compliance with the law
and/or regulations
Acting ethically
and with integrity
Data protection
Cybersecurity
Data breach
1
1
Be an ethical
and responsible
player
IT breach Destabilisation/lack of
resilience following an attack
Insufficient control over
the supply chain
Non-compliance by partners with
the Group’s responsible
purchasing/CSR values charter
Responsible
purchasing
1
Negative impacts of products
on the environment
Circular economy
2
2
Promote
Support the new
responsible uses
of our customers
and users
responsible
digital business
and the circular
economy
Responsible digital
technology and the
circular economy -
customer offer
Inadequacy of the offer with
customer expectations and societal
and environmental needs
Federate an
ecosystem to
create shared
value
Partnerships in
the education
sector and Green and local roots
Withdrawal from the region
and insufficient or inadequate
awareness raising and education
on digital technology
Local support
3
IT university.
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1. Nurture our excellence through
responsible commitment
Econocom’s CSR policy is focused on applying good practice within the Group, firstly
through an HR policy focused on developing employee satisfaction, and then through its
demanding environmental policy, and finally, by establishing itself as an ethical and
responsible player.
1.1. Position ourself as a committed employer
From
recruitment
to
professional
well-being at work are included in HR
priorities to protect and develop the
Group’s 8,197 employees as of 31 December
2021, with 69% in Services.
development, the Group makes employee
satisfaction a top priority. They are the
Group’s main ambassadors. Health and
Breakdown of workforce* by business
31 Dec. 2021
672
31 Dec. 2020
751
Technology Management & Financing
Services
5,656
1,513
6,730
1,431
Products & Solutions
Holding and support functions
Total employees
225
209
8,066
131
9,121
Sales agents
119
Total
8,197
9,240
*
Workforce recorded according to the activity of the company to which the employees belong. Only companies
that are more than 50%-owned are reported.
Breakdown of workforce by region
31 Dec. 2021
5,152
31 Dec. 2020
6,035
France
Benelux
707
699
Southern Europe
2,035
303
2,042
464
Northern & Eastern Europe/Americas
Total
8,197
9,240
The strategy to refocus activities begun in 2019 led to the disposal of several companies in 2020
and 2021, which resulted in a decrease of the workforce and a specialisation of key profiles.
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1.1.1. HIRING AND ONBOARDING POLICY
Risks
Talent acquisition
DSCs are characterised by one of the highest
turnover rates across all sectors and a
shortage of skills. This can therefore be
identified as a very significant risk for the
recruitment and retention of talent,
particularly for the Services entity.
The Group wants every employee to be able
to grow in an exciting and rewarding work
environment, by carrying out diversified and
meaningful assignments. This begins with
putting the right skills in the right places, by
managing hiring and mobility. Econocom
has defined three priority areas of action to
meet the expectations of both current and
future employees:
Policy
Attracting and retaining talent has become
one of the main challenges of the Human
Resources Department, which is developing
a strong policy in terms of talent and career
management. The Group wants every
employee to be able to grow in an exciting
and rewarding work environment, by
carrying out diversified and meaningful
assignments. This begins with putting the
right skills in the right places, by managing
hiring and mobility. New hires benefit from a
personalised onboarding programme aimed
at introducing them to all the teams.
Econocom Group supports the career
development of its employees by providing a
wide range of training options. Career
management and professional development
of employees are part of a structured
process to target specific initiatives for
different employee profiles.
increase presence on social media. These
platforms give applicants and employees
the opportunity to interact, and primarily
target younger generations;
make good use of Group employees’
networks to hire people with more targeted
profiles
who
embrace
Econocom’s
corporate culture;
promote internal employee mobility: a
new module was deployed in early 2021
and enables us via an employee area, to:
refer potential candidates using the
Group’s website or mobile app;
manage their career with a short
procedure for applying to the Group’s
job offers,
share offers on social media.
Educating and supporting employees in
digital technology and enabling them to
thrive in a digital environment are the key
challenges for the Econocom Group.
In 2021, the Group hired 1,481 people.
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Number of new hires by region
in 2021
Talent integration
New hires benefit from a personalised
onboarding
programme
aiming
to
Number of new
hires in 2021
introduce fellow team members, gain a
better understanding of the Company’s
organisational structure and learn more
about the business activity of their
department.
Benelux
France
49
884
768
Planet
To complete this programme, new hires
take part in a national onboarding seminar
called “Welcome Day”. This day allows
them to learn more about Econocom’s
organisation and its various business lines.
Exaprobe
and Infeeny
78
Other satellites
38
246
85
Spain
Italy
Employees working at customer sites, on
the other hand, attend local Welcome
Dates which enable them to learn more
about the organisation and operations of
their agency.
Other countries
Total
217
1,481
These actions will be relaunched in 2022 for
all new employees, if possible in person.
The indicators for monitoring the attraction policy are shown below:
Attracting talent:
2020
2021
Number of new hires in the Group
1,778
1,481
Number of new hires in Planet France
909
768
1.1.2. PROFESSIONAL DEVELOPMENT
Risks
Poor implementation of skills assessment,
development or enhancement policies by
managers and human resources is likely to
result in a loss of employee motivation, a
decrease in productivity and an increase in
turnover.
Econocom believes that training is a key
factor in both employees’ professional
advancement and the Group’s success. In
France, 39,000 hours of training were
provided in 2021.
Career management
Training policy
Career management and professional
development of employees are prime
Econocom Group supports the career
development of its employees by providing
a wide range of training options.
concerns at Econocom and part of
a
structured process to target specific
initiatives for different employee profiles.
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Econocom’s Talent Reviews feature top
management from each business line, the
The Hub,
transformation
a
showcase for digital
Career
& Development team and the
The Hub is Econocom’s new flagship
building in France. Entirely overhauled in
2020, it was inaugurated in early 2021 and
operational HR team to discuss the
business challenges which can be
addressed by the human resources
strategy. These reviews are conducted to
accommodates
around
500
Group
employees. The spaces are designed to
meet the new standards and challenges of
digital transformation, at a time when
digital technology is playing an increasingly
central role with the development of
“remote” and teleworking.
prioritise
individual
retention
and
development actions based on identity of
employees and to ensure that HR
programmes are in line with the
requirements and expectations of each
business
line
and
with
employee
aspirations.
Connected collaborative spaces, offices in
flex mode, video meeting rooms, large
auditorium, specific spaces dedicated to
training, etc. The Hub is above all a place to
share ideas, discuss, create, learn and work,
together. This meeting ground is genuinely
open to the outside world. On the ground
floor, the Digital Hub is specifically
dedicated to customers and partners. Made
up of four different spaces, it has a role:
provide an immersive, friendly and relaxed
experience, to enhance loyalty.
This system is fuelled by the career
development and training preferences
expressed by employees during the
professional interview.
The performance of employees, assessed as
part of the annual review, is also included in
this system to facilitate identification and
individual actions.
Internal digital transformation
Educating and supporting employees in
digital technology and enabling them to
thrive in a digital environment are the key
challenges for the Econocom Group. To do
this, various emblematic actions have been
launched in recent years:
The “Digital Bars”
A “Digital Bar” has been installed at the
main sites. These physical spaces provide
a forum for employees and users to get
answers to their questions about digital
tools, along with personalised guidance.
Technical assistance is also available to
help employees and users solve IT and
digital issues.
workspace layout
In 2021, digital transformation also
involved adapting workspaces. To this
end, Econocom has redesigned the layout
of its offices to create spaces where
people can come together to share ideas
under the watchwords of co-creation and
collaboration.
Focus on the four spaces of the digital
hub
To make the digital hub a real “business
accelerator”, Econocom has devised four
spaces. Each has its own atmosphere and
universe to meet the needs of our
employees, customers and partners.
The creation of the Hub, the Group’s new
flagship building, in Puteaux, near Paris
(see the following two boxes). Beyond this
site, the Group’s other facilities are
equipped with digital solutions. Nearly
3,000 employees benefit from working
conditions adapted to changes in their
business and work methods.
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Meal vouchers in digital format
The Loungearea or how to rethink
customer relations in a friendly and relaxed
way.
At the end of 2020, a new meal voucher
service was introduced, replacing paper
vouchers with a card developed by Swile.
The digitisation of these vouchers allows to
reduce the carbon footprint by eliminating
paper and, makes it easier for employees to
use. This digital card allows contactless
payment, top-up, donations, money pools,
etc.
The Experiencearea, 100% customisable:
a mini-auditorium and a stage.
The Trendsarea or the Econocom
showroom: an exhibition space for new
devices and new Econocom offers and
those of our satellites.
The Ideasarea dedicated to co-building.
The indicators for monitoring the Training policy are shown below:
Skills development:
2020
2021
Number of hours of trainig (Planet France)
26,775
38,906
1.1.3. EMPLOYEE SATISFACTION
Risks
Share engagement programme
Unsatisfactory
working
conditions
Econocom is committed to improving the
Quality of Life at Work through a unique
programme called SHARE, launched in
France about 10 years ago. Thanks to this
programme our employees can more easily
reconcile their professional and private lives
and find their balance. The SHARE
programme is based on three main themes:
day-to-day life, health and responsible
commitment.
(well-being at work, quality of life at work,
safety, etc.) of employees could have a
negative impact on productivity, growth,
talent retention and the Group’s employer
reputation. Moreover, Econocom operates in
a
highly competitive market and is
confronted with labour issues inherent to
the digital sector, including high turnover
and downtime between contracts. Employee
satisfaction is therefore a key performance
criteria.
Today, the programme mainly offers
services to make everyday life easier, with
concierge services at certain sites, tutoring
and sports coaching. Econocom is also
committed through a simple, innovative
and collaborative generosity system: salary
rounding. It allows volunteer employees to
make a small donation from their salary
each month to an association of their
choice. As solidarity is an integral part of
Econocom, the Company contributes to the
initiative by doubling donations.
Policy
From
recruitment
to
professional
development, the Group makes employee
satisfaction a top priority. They are the
Group’s main ambassadors. Health and
well-being at work are among the HR
priorities to protect and develop employees.
Econocom is committed to improving the
Quality of Life at Work through a unique
programme called SHARE.
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For Quality Life at Work week, Econocom
organised two webinars on the following
themes: “sleep, a god night’s sleep to stay
in shape”, and “Eating a balanced meal in
all circumstances” as well as a workshop to
learn about relaxation therapy basics.
providing
eligible
employees
the
opportunity to work from home two days
a week;
developing collaborative workspaces at all
Econocom sites;
ensuring the use and functionality of our
IT tools;
In this context, we have developed a
Work2021
Flexi
work
programme:
supporting managers to support teams in
this hybrid work organization.
solutions to better organise working time.
2021 saw the deployment of a new way of
working for all Econocom employees.
In the exceptional context of 2020 and 2021,
Econocom was able to adapt, set up a
system of remote work, which is now
permanent for many of its employees, and
roll out efficient collaborative tools while
training all managers. A Work 21 guide was
also published so that everyone can find
answers to their questions.
This global approach, entitled “Work21”,
coordinated by the HR Department with
Management and the IT Department, aims
to build and implement solutions through
four key projects:
The indicators for monitoring remote work are shown below:
Remote work programme
Percentage of employees working from home in 2021 - Group
39%
Remote work programme
2020
10.8%
2021*
Percentage of employees working from home -
Planet France
30.2%
*
New agreement signed at the end of 2021 currently being rolled out.
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1.1.4. DIVERSITY POLICY
Risk
Econocom’s stakeholders, both internal
and external, expect the Group to commit
to inclusion and diversity. Our customers’
calls for tenders include an increasingly
strong CSR weighting and the social score
(integration of people with disabilities and
out of employment, diversity) is also
increasingly high.
The Diversity Charter encourages the
signatory organisations to ensure the
promotion of and respect for diversity
among their workforce and in all
management,
sales
and
career
management actions by implementing
diversity initiatives.
Econocom is committed to:
In addition, the State, which is also a
customer, expects the Econocom Group to
comply with the applicable regulations.
raising awareness among employees
involved in recruitment and training to
respect the principle of non-discrimination;
The potential risks are:
reflecting the diversity of French society;
communicating with all employees.
a
decrease in attractiveness for our
customers and the recruitment of talent;
Gender equality
penalties for non-compliance with
regulations (fines, etc.);
Econocom
equality
closely
within
monitors
gender
We
its
workforce.
a reputational risk.
encourage women to join this highly
male-dominated industry via, for example,
recruitment or engagements in favour of
gender equality, especially in the digital
sector.
Policy
The strength of the Econocom Group relies
on the variety of its business expertise, the
diversity of its profiles and the open
mindset of its employees from all
backgrounds. Diversity contributes to
openness and collective performance.
Econocom has always based recruitment
and career development on the skills of
each individual, and condemns any form of
discrimination. The Group has embarked
Econocom ensures that women and men
enjoy the same career opportunities,
especially in access to training, professional
development and management positions.
Progress in gender parity cannot be made
without
raising
the
awareness
of
management and involving men in the
process. The Group has also strengthened
the presence of women on the Board of
Directors which has three women among
the eight Directors Similarly, two women
from the French Business and Global
Business departments were appointed to
the Group Executive Committee. Women
also represent 40% of the Group’s Business
and Operational Senior Management.
on
a
proactive approach to promote
gender equality at work, gender balance
and diversity in all sectors and levels of the
Company.
The Group is a signatory
of the Diversity Charter
The Econocom Group is convinced that the
diversity of its profiles and talent is a source
of performance for its business and to
make a public commitment, in 2021 we
signed the Diversity Charter.
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The Econocom gender equality index calculated in 2021 for the 2020 was 78/100 for
Planet companies in France.
This index is based on five indicators:
1. gender pay gap;
2. gap in rates of individual salary increases between women and men;
3. gap in promotion rates between women and men;
4. percentage of employees returning from paid maternity leave who receive a salary
increase upon their return;
5. number of the least represented gender among the ten highest paid employees.
The index for the 2021 will be available as from March 2022.
Gender breakdown in France in 2021 (excluding Satellites)
Technology
Services Management
& Financing
Support
functions
Products &
Solutions
France
Total
Women
Men
13
6
62
36
98
51
319
1,920
2,238
287
44
12
437
1,974
2,411
Non-managers
Women
Men
19
56
71
80
60
140
158
489
47
98
196
1,325
1,613
3,851
72
1,504
1,993
4,405
Executives
Total
143
199
Econocom would like to encourage the
presence of women in its activities and
make digital sectors, where women are
under-represented, more attractive.
Econocom Digital Women
(Femmes du Digital Econocom):
an internal programme to
encourage women in the IT sector
In June 2019, the Econocom Digital Women
programme was launched under the aegis
of the Services activity.
This ambitious programme set three major
objectives:
to attract and recruit more women in the
workforce through retraining;
Aware of the added value that gender
diversity
gives
to
an
organisation,
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to promote and showcase the skill and
expertise of employees;
Econocom UK, member of
“100 Women in Finance”
to raise awareness among young girls
about digital careers.
To foster gender equality in the finance
industry, Econocom partners with “100
Women in Finance”, a global network of
finance professionals who work together to
give women more opportunities at every
stage of their careers.
To meet these challenges, the programme
offers various actions and numerous events
tailored to each theme. To offer dedicated
and specific support, the programme is led
by an ambassador at each Econocom site,
thus responding to the specificities of each
region.
Anti-discrimination policy
Professional integration of young people
For its Services business in France,
Econocom Group clearly encourages hiring
young graduates and final-year students.
Econocom plays an important role in
training by supporting young workers
every year in internships and work-study
programmes. These undergraduate and
master’s-level training programmes are
monitored by tutors in technical and
functional jobs. As Econocom’s Services
business has the highest recruitment
Attract and recruit through retraining
with the Manifesto:
#ReconversionFemmesNumérique
The recruitment teams and the entire
Econocom Management are already very
active in finding women in the conventional
sectors. Accordingly, The Femmes du Digital
programme was focused on retraining.
By signing the
#ReconversionFemmesNumérique Manifesto
needs,
it
has
established
special
launched by Numeum,
a
professional
partnerships with more than 40 schools.
organisation in the IT sector, Econocom made
the commitment to ensure access to digital
jobs for women.
Breakdown of work-study students
andinterns in the Planet companies
in 2021
Econocom, a founding member
of the Femmes@Numérique
Foundation
Apprenticeships
Internships
116
Econocom also elected to become one of
the
founding
members
of
the
26
Femmes@Numériques Foundation, created
in 2018. Econocom Digital women work with
the foundation.
Econocom Italia, partner
of the “Women & Technologies”
association
Work-study
contracts
The aim of the association (womentech.eu)
is to reflect internally and externally the
commitment to support diversity, inclusion
and the development of women leadership
as well as social innovation through research
and the spread of new technologies and
therefore new professions.
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Supporting employees aged over 45
For these 55 recruitments:
Employees in France aged 45 and over can
organise a career development meeting to
discuss their situation and professional
development plans. They are also given the
55 POEI schemes, i.e. 7.5%;
19 women, i.e. 34.5%;
seven engineers, i.e. 12.7%;
four disabled people, i.e. 7.3%;
average age 29;
option of having
a
skills assessment
performed by an authorised independent
organisation.
46 permanent contracts i.e. 83.6%.
Employees aged over 55 also benefit from
additional measures. They are granted one
paid day of absence every two years to have a
health check-up. They can also opt for flexible
working time arrangements or to pass on
their expertise in a tutoring programme
involving younger Econocom employees.
People with disabilities
Econocom has committed to a proactive
approach to supporting people with
disabilities. After the partnership agreement
signed in 2014 with the Association pour la
Gestion
du
Fonds
pour
l’Insertion
Professional integration through POEI
(operational preparation for individual
employment)
Professionnelle des Personnes Handicapées
(AGEFIPH), Econocom has reached a new
level by signing its first agreement in 2018
covering all of the Group’s activities in France.
Operational Preparation for Individual
Employment (POEI) is aimed at promoting a
job offer submitted by an employer to Pôle
Emploi by training a jobseeker who has skills
similar to those required for the position to
be filled. The POEI scheme must make it
possible to close the gap between the skills
required for the job and the skills the
candidate has.
With
this
agreement,
Econocom
is
committed to increasing its employment
rate for people with disabilities, the
percentage of people with disabilities
calculated for the DOETH increased from
2.61% in 2018 to 4.30% in 2020. This represents
an increase of 1.7% in just two years by
implementing an employment policy which
aims to meet four major objectives:
This scheme enables job seekers to get
back in employment.
recruit, train and integrate people with
disabilities;
In 2018 only 10 people (i.e. slightly less than 1%
of new recruits) were recruited using this
method.
keep disabled employees engaged through
appropriate career management and
improvement in working conditions;
In 2021 we significantly developed this
source of recruits, hired (employees on
permanent and temporary contracts and on
work/study placements) via the POEI
scheme, representing 7.5% of the 730 new
staff hired in 2021 for the Services France
entity.
raise disability awareness among all internal
players and employees of Econocom;
develop subcontracting with institutions in
the protected environment.
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The indicators for monitoring the Inclusion and Diversity policy are shown below:
Discrimination/unequal treatment of employees:
2020
2021
Available
from
March 2022
Percentage of people with disabilities - Planet France*
Planet France scope in 2020.
4.30%
*
1.1.5. SOCIAL DIALOGUE
Risks
The lack of social dialogue could lead to
The Econocom Group promotes social
dialogue so that employees can develop in
a high-quality working environment where
they feel a sense of well-being and a sense
of belonging that is conducive to value
creation.
employee
demotivation
and
labour
disputes, which could impact the Group’s
operations and result in productivity and/or
revenue losses.
Policy
Actions
Social dialogue addresses many issues and
has a definite impact on the efficiency of a
company.
In its social policy, Econocom has set up
company agreements with its social
partners in the common interest of its
employees.
agreements
equality, working hours, health and welfare
costs, employee profit-sharing, and
disability, etc.
Social dialogue is therefore a crucial stage
in social relations, in order, of course, to
maintain a link and a communication
The
on
Group
teleworking,
has
signed
gender
channel
between
the
Company’s
Management and employees, but also to
defuse potential conflicts.
All of these measures also contribute to the
development of the business and its
employer brand on a daily basis.
Below are the indicators for monitoring social dialogue:
Deterioration of internal relations and social climate:
2020
2021
Number of collective agreements in force - Planet France
35
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1.2. Conduct a demanding environmental policy
Global warming is
a
major issue for
failure to meet customer expectations.
humanity on which digital players have an
increasingly significant impact and must
play a role at their own level. Econocom
chose to address this unprecedented
environmental challenge by implementing
a structured and ambitious policy. To this
end, the Econocom Group was one of the
first signatories of the Planet Tech’Care
Indeed, an increasing number of
customers include CSR criteria with
significant weightings in their calls for
tender;
in the area of CSR, managing risks related
to reputation is a key issue;
decreased attractiveness for investors, as
investors, savers and governments place
increasing importance on environmental,
social and governance (ESG) factors;
manifesto.
Through
this
manifesto,
Econocom is committed to measuring and
reducing its carbon footprint, extending
the lifespan of its digital products and
services, and disseminating and promoting
these initiatives among its partners.
decreased attractiveness for new talents
who are increasingly attentive to the
commitments made by companies.
In addition, in 2021 Econocom reaffirms its
Policy:
place as
a
more responsible digital
Climate change is a major issue on which
digital players have an increasingly
significant impact and must mobilize.
Econocom is therefore committed to
measuring and reducing its carbon
footprint, extending the lifespan of its
products, offering less energy-consuming
digital services, developing green customer
offers, and disseminating and promoting
these initiatives among its partners.
entrepreneur by joining the Institut du
Numérique Responsable and signing their
Charter.
Risks:
Econocom’s withdrawal from actions to
reduce its environmental impact could lead
to the following risks:
non-compliance
with
the
Paris
agreements/environmental regulations;
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1.2.1. MONITORING OUR CONSUMPTION
Why did you carry out a GHG assessment?
In order to reduce our GHG emissions, the key is to be able to measure them first. This is
why we wanted to calculate our carbon footprint. This has enabled us to better structure
our environmental policy and draw up our action plan to reduce our emissions over the
long term.
Our results for 2019, 2020 and 2021 for France:
These calculations are based on the emission factor calculators under the Carbon Audit
methodology of the ADEME (French Environment and Energy Management Agency).
GHG emissions (in tonnes)
Audit in 2021 Econocom France with satellites
Change
CO audit
2
CO
2
audit
CO audit
2
Category
of emission
Source
of emission
2019-2021
change
for 2021
SCOPE
for 2019
for 2020
(in tonnes)
(in tonnes)
(in tonnes)
Refrigerant fluids
leaks from cooling
and air-conditioning
systems
SCOPE 1
(Regulatory)
Direct fugitive
emissions
163
52
59
-63%
Direct emissions
from stationary
combustion
SCOPE 1
(Regulatory)
Natural gas
114
68
45
-60%
-36%
Indirect electricity
consumption-related
emissions
SCOPE 2
(Regulatory)
Electricity
Travel
350
353
221
SCOPE 3
(Non-mandatory)
Travel
Vehicle fleet
Freight
715
5,675
416
176
2,950
338
120
2,845
310
-83%
-50%
-26%
SCOPE 3
(Non-mandatory)
Transport and
internal shuttle
SCOPE 3
(Non-mandatory)
Freight
Total
7,433
1.05
3,938
0.66
3,602
0.7
-51%
-33%
TOTAL/FTE
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Our results for 2019, 2020 and 2021 for the Group (France and International)
GHG emissions (in tonnes)
Audit in 2021 Econocom
Change
CO
2
audit
CO
2
audit
CO audit
2
Category
of emission
Source
of emission
2019-2021
change
SCOPE
for 2019
for 2020
for 2021
(in tonnes)
(in tonnes)
(in tonnes)
Refrigerant fluids
leaks from cooling
and air-conditioning
systems
SCOPE 1
(Regulatory)
Direct fugitive
emissions
238
79
98
-58.82%
Direct emissions
from stationary
combustion
SCOPE 1
(Regulatory)
Natural gas
Electricity
274
192
158
-42.34%
-14.36%
Indirect electricity
consumption-related
emissions
SCOPE 2
(Regulatory)
1,741
1,395
1,491
SCOPE 3
(Non-mandatory)
Travel
Vehicle fleet
Freight
Travel
1,345
9,206
529
368
5,339
443
361
5,487
444
-73.19%
-42.57%
-16.07%
SCOPE 3
(Non-mandatory)
Vehicle fleet
SCOPE 3
(Non-mandatory)
Transport and
internal shuttle
-39.71%
-24.03%
Total
13,333
1.29
7,816
0.85
8,039
0.98
TOTAL/FTE
Update on Econocom’s carbon footprint
Why?
Econocom’s carbon footprint takes into
account not only direct and energy-related
emissions (Scope 1 & 2) but also indirect
emissions caused by some of the service
providers and some of the services used by
the company (Scope 3). Between 2019 and
The Ministry for the Ecological Transition
estimates that greenhouse gas emissions
in France fell by 10 to 12% in 2020. A record
figure, mainly linked to the consequences
of the pandemic. The two lockdowns as
well as the various curfews greatly reduced
the ecological impact of transport and
industry, two highly polluting sectors and
practically stopped during lockdowns.
2021, the total consumption of CO
2
decreased by 51% in France (including
satellites, excluding Les Abeilles) and by
40% for the Group (excluding Les Abeilles).
Positive effects on the environment for
the Econocom Group
The increase in the Group’s environmental
footprint between 2020 and 2021 is mainly
due to a lower impact of Covid effects
(more travel, more employees on sites, etc.).
However, the decrease between 2019, the
pre-Covid reference year, and 2021 remains
significant, as already mentioned above.
The lockdowns in France led to a sharp
drop in CO emissions by limiting the road
2
and air travel of the French.
Econocom also recorded a very sharp
decrease in two sources of emissions linked
to the consequences of Covid, with a sharp
decrease in car, train and plane travel of
more than 70% between 2019 and 2021.
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Energy consumption (electricity + gas) also
fell sharply due to the vast amount of
remote work performed during the Covid
Econocom has been measuring its carbon
footprint on Scope 1, 2 and 3 partially for a
few years, but we wanted to go the extra
mile by working on the subject with a
specialist who helps us to standardise the
processes, to work in a more methodical
way, to extend our measurement scopes to
all satellites and obtain a more detailed
analysis of the various scopes and in
particular for Scope 3.
crisis, thereby resulting in
a
fewer
employees working at our sites. Between
2019 and 2021, we sold around ten sites
across France.
Econocom wants to reduce its emissions
The definition of the action plan is under
way. To achieve our objective, we intend to
involve managers for each major source of
emission. We will therefore endeavour to
define together, with the corresponding
departments, the possible and impacting
reduction actions, in keeping with both
development and growth objectives.
We wanted to involve most of our satellite
entities in this approach, in addition to
Econocom Planet. We therefore began to
assess the scope and we will expand to
Group level in 2022.
It is in this context that we have selected the society Greenly that specialises in carrying out
carbon assessments.
Negative impacts of activities on the environment:
2020
7,816 CO
2021
8,041 CO t
Carbon footprint (Group)
2
t
2
1.2.2. RETHINKING TRAVEL TO REDUCE EMISSIONS
Econocom has also incorporated electric
vehicles into its fleet. Indeed, the
Econocom Group is committed to
renewing 100% of its personal vehicle fleet
between 2022 and 2023, which represents
25% of its electric fleet.
The Group favours low-emission transport
methods and encourages its employees to
use the train when possible. For travel by
plane, Econocom chooses, whenever
possible, companies that seek to reduce
their environmental footprint and has
above all drastically limited such travel.
For LCVs (commercial vehicles), Econocom
Group is committed to increasing the share
of hybrid and electric vehicles in its fleet.
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phases, to have a complete analysis of the
life cycle of digital equipment.
1.2.3. ANALYSE AND REDUCE
THE ENVIRONMENTAL IMPACT
OF DIGITAL TECHNOLOGY
In order to reduce the bill and optimize its
energy efficiency, the Group has undertaken
several reduction actions that have enabled
Risks
CO emissions related to digital technology
2
it
to
significantly
reduce
energy
and the impacts of digital activities on
climate change can undermine growth in
the digital sector.
consumption in digital technology. Thanks
to this system, Econocom reduced the
overall environmental energy footprint of its
digital technology by 68% between 2017 and
2021, also due to the disposal of certain
activities. However, the decrease per
employee also remains very significant,
amounting to 57% over the same period.
Indeed, increased use of digital technology
results in an increased environmental impact
from digital technology (manufacturing of IT
devices, energy consumption via the cloud or
IT equipment, etc.). This is a focus area for our
stakeholders (particularly the State and
customers), they expect visible actions from
us. Our job is to anticipate changes and
propose solutions to limit this risk.
The study carried out for 2021 is based on two
main chapters: measurement of the historical
phase of use (energy) to assess the application
of the latest recommendations and their
effects, a more complete analysis of the
manufacturing and end-of-cycle phases and
initial comparisons. with the previous year.
Policy
In 2021, the Econocom Group confirmed its
maturity regarding its ability to reduce the
environmental impact of its information
systems. Given the opportunities offered by
digital technologies, but also the risks they
generate, it is indeed necessary to develop
a digital technology focusing on the right
priorities.
The major trends emerging for 2021 confirm
that
optimisation
Econocom
has
continued
thanks to
its
the
policy,
implementation of the recommendations of
the previous financial year and the best
Green IT practices. In this financial year,
digital energy consumption fell for the fourth
consecutive year, with a decrease of more
than 30% compared to 2020, partly due to a
disposal of activity.
To this end, the Econocom Group has now
adopted a genuine Green IT governance
system to limit its risks and develop
opportunities.
This also resulted in a significant reduction
In 2021, Econocom Group continued its
commitments regarding issues related to
the environmental impact of its information
systems. Today, the Group has a specific
Green IT governance.
in CO
2
emissions (approximately 90 CO t
2
saved this year).
These positive results are mainly due to the
following actions in 2021:
rationalisation of servers (-22%), appliances
(-50%) and a lower energy consumption in
data centres (exit from a data centre as
part of a business divestment);
Measurement and reduction, essential
steps to reduce the impact
Since 2017, Econocom Group assesses and
analyses the environmental footprint of its
digital scope. Firstly on the use phase
(energy), and since 2020 by supplementing
with the manufacturing and end-of-cycle
rationalisation of most of the equipment
compared to 2020 (laptops, monitors, etc.);
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improvement of the energy classification
of equipment such as laptops (96% in class
B);
Ateliers Sans Frontières (ASF) is an
integration project, which welcomes over
110 young and vulnerable young people a
year, to help them build their life project,
regain their dignity and bring them to a
stable personal and professional situation.
Econocom and ASF currently process
60,000 devices per year with a team of
15 people. Since 2011, more than 100 people
have been trained and found external
employment thanks to ASF and Econocom,
and 28 jobs at ASF have been created
thanks to Econocom’s activity. The impact
is therefore real and measurable.
reuse of existing equipment rather than
new purchases.
1.2.4. WASTE PROCESSING
AND RECYCLING WITH SOCIALLY
SUPPORTIVE STRUCTURES
In order to process and recycle 410,000 pieces
of WEEE every year (computers, screens,
servers, tablets, smartphones etc.), Econocom
uses Ateliers sans Frontières (ASF) and two
specialist companies, ATF Gaia and Recyclea,
which combine operations in circular and
supportive economies.
A
leading role in the refurbishment
market
Partnership with ATF Gaia gives businesses
the means to be part of a more inclusive
economy. On the one hand, by accompanying
This effective collaboration with ASF, and
also with ATF Gaia and Recyclea, enables
Econocom to play a leading role on the
reconditioned digital equipment market.
them
in
their
compliance
for
the
management of WEEE and on the other hand
by allowing them to contribute more directly
to the integration of people with disabilities
through work. The Company also deletes data
and preserves the anonymity of the
equipment by performing a certified deletion,
thus reducing the risks related to data
security and guaranteeing compliance with
the GDPR.
It provides the opportunity to access
technologies or brands which, new, would be
too expensive, it presents new possibilities in
terms of usage or equipment, and there are
also environmental motivations. For all these
reasons, more and more French people are
attracted to the possibility of buying
products from previous generations, often
formerly owned by professionals and in
perfect working order, for a fraction of the
original price. This is why demand is
extremely high.
A ten-year partnership with Ateliers Sans
Frontières (ASF)
Since 2011, Econocom also collaborates with
Ateliers Sans Frontières, an entity of the Ares
group specialising in the management of
WEEE (Waste Electrical and Electronic
Equipment) for reuse and recycling around
survey, audit, test, certified data erasure,
mastering and dismantling task. Our goal is
to give priority to a new usage cycle to the
largest possible number of products by
reconditioning them. Today, 90% of
Econocom’s equipment sent to Ateliers
Sans Frontières is given a second life.
Econocom and its partners also offer this
know-how to businesses, which also have
to manage the end of their equipment
assets’ lifespan. Thanks to the processes
put in place and the social commitment of
its partners, Econocom contributes in this
way to the CSR aims of its clients, ensuring
that they respect environmental and safety
regulations, as well as the complete
traceability of the processing and final
destination of the equipment.
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1.2.5. AWARENESS-RAISING AMONG EMPLOYEES ABOUT RESPONSIBLE
DIGITAL TECHNOLOGY DURING SUSTAINABLE DEVELOPMENT MONTH
Our actions
This year, at Econocom, the Group’s
CSR/Communication and CIO departments
launched the Cyber Cleanup Week
challenge during Sustainable Development
Month. A great opportunity to reduce the
environmental impact of the Group's
mailboxes, with the objective of reducing
their environmental footprint by 5%, i.e. the
deletion of 10 million emails (equivalent to
To achieve this goal, we conducted a major
communication and awareness campaign
on digital eco-friendly behaviour for all of
our employees.
During this month, we also gave our
employees the possibility to contribute to a
collection of old IT equipment, to refurbish
said equipment and donate it to associations.
We also offered introductory training on
CSR, digital sobriety and the circular
economy to all our employees.
110 tonnes of CO ).
2
In two weeks, we ultimately managed to
delete five million emails, equivalent to
55 tonnes of CO or 55 Paris-NYC return trips.
2
In addition, in order to combat biodiversity
risks, the Group contributes to the
preservation
of
species
and
living
environments by carrying out carbon
offsetting initiatives. Indeed, during its Cyber
Cleanup Week, the Group decided to offset
the carbon impact equivalent to five million
emails by financing a reforestation project.
Environmental impact of digital technology (Green IT):
2020
2021
Energy footprint of digital technology
5,387,854 kwh 3,269,996 kwh
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Companies must disclose these three ratios
relating to the so-called “eligible” economic
activities, i.e. classified in the European
taxonomy, and contributing to the first two
climate objectives only.
1.2.6 GREEN TAXONOMY
Reporting of the Econocom Group’s
activities with regard to the
European green taxonomy
1. Context
2. Calculation scope and methodology
European Regulation 2020/852 of 18 June
2020, commonly known as the “European
Taxonomy”, is a central pillar of the European
Union’s financial sector empowerment
strategy, as a tool for redirecting capital
flows towards sustainable investments. This
tool defines a reference framework and a
common language aimed at identifying
activities that significantly contribute to the
achievement of six environmental objectives:
To determine the financial ratios presented
in this note, Econocom has applied the
rules defined by the delegated act known
as “Article 8” of the Taxonomy Regulation:
the scope considered covers all the
Group’s activities corresponding to the
scope
of
consolidated
companies.
Companies in which the Group exercises
joint-control or influence are excluded;
the financial data are taken from the
financial statements at 31 December 2021.
Revenue and capital expenditure can
therefore be reconciled with the financial
statements. The underlying financial
information was checked jointly by the
finance and operational teams to ensure
consistency and reconciliation with the
consolidated financial statements;
climate change mitigation;
climate change adaption;
protection and sustainable use of water
and marine resources;
transition to a circular economy, waste
prevention and recycling;
pollution prevention and control;
preservation of sound ecosystems.
capital expenditure corresponds to the
costs capitalised for tangible and
intangible assets;
The companies concerned must disclose
three “green” activity ratios in their
non-financial performance statements:
operating expenses are defined as direct
costs that cannot be capitalised and
include research and development costs,
building renovation costs, maintenance
and repair costs, leases recognised in the
income statement and any other expense
related to the day-to-day maintenance of
assets.
green revenue (Revenue);
green capital expenditure (CapEx);
green operating expenses (OpEx).
For the first year of application for the
financial year ended at 31 December 2021,
simplified provisions have been set out.
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3. Details on eligible activities
Conducted jointly by the Finance, CSR and Operational Departments, Econocom
conducted a detailed analysis of all its activities in order to identify the eligible activities and
the associated ratios:
Eligible revenue
Eligible CapEx
Eligible OpEx
1%
Between 60% and 65%
Not significant
a. Revenue
The portion of eligible revenue mainly
covers the activities of the “Green & Energy”
expenditure associated with an eligible
activity and individual capital expenditure
that are not associated with an activity
intended to be marketed.
Business
Unit
and
accommodation
activities within the “Services” business line.
Capital
expenditure
and
operating
expenditure mainly relate to individual
expenses related to the management of
the energy performance of buildings and
vehicle fleet.
b. Capital expenditure (CapEx) and
operating expenditure (OpEx)
Pursuant to Appendix 1 of Article 8 of the
delegated regulation, Econocom defers
capital
expenditure
and
operating
1.3. Be an ethical and responsible player
Risks
that it complies with the laws and
regulations to which it is subject.
The Group must be a trusted partner for
itsvarious stakeholders. Unethical actions,
such as acts of corruption, influencepeddling
or non-respect of human rights,could have a
negative impact on theCompany’s image
and reputation.
1.3.1. THE ETHICS COMMITTEE
In order to strengthen its ambition to
operate as a responsible and ethical player
in the economy, the Econocom Group
appointed an Ethics Committee in 2019.
The Ethics Committee ensures, among
other things, the mapping of corruption
risks, the processing and monitoring of the
reports received under the whistleblowing
system and the proper appropriation of the
ethical principles by employees.
In addition, the regulatory context makes
these issues increasingly important and the
Group must ensure its compliance with the
corresponding laws and regulations.
Policy
The Econocom Group wants to be an ethical
player and act with integrity at all levels of
its organisation. As such, it undertakes to act
in compliance with human rights and
labour law, to fight against corruption,
including influence peddling, and take
action to protect the environment. It also
attaches great importance to occupational
health and safety requirements and ensures
1.3.2. THE CODE OF BUSINESS
CONDUCT AND ETHICAL POLICIES
Econocom wished to federate all Group
employees around a Code of Business
Conduct, dealing, among other things, with
the fight against corruption and influence
peddling. This Code of conduct, set up in
consultation
with
the
trade
union
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representatives, is based on the corruption
risk mapping carried out by Econocom.
staff, interns, etc.) as well as to any external
third party which has
relationship with the Group. It is available in
several languages including French,
a
business
The rules and principles established by the
Code are intangible and everyone is
required to comply with it in conducting
business. The Econocom Group also has a
set of ethics procedures and policies.
English, Spanish and Italian, 24/7. The
platform is secure and the reporting
process is encrypted and protected by a
password.
The Code of Business Conduct and the
related policies and procedures are the
reference documents in the area of ethics.
This information is available in the Group’s
main languages.
This system meets the requirements of
the Sapin II Law and other European
regulations. All reports received via the
platform are processed. The Group is
committed
to
the
protection
of
whistleblowers.
1.3.3. THE ETHICS
WHISTLEBLOWING SYSTEM
1.3.4. TRAINING
In order to strengthen its policy of vigilance
against ethics risks, the Econocom Group
has whistleblowing platform. This system
makes it possible to collect and process
alerts relating to the existence of situations
contrary to the Code of Business Conduct
and/or regulations applicable to the Group.
Training in the form of e-learning courses
for all employees on compliance and
anti-corruption has also been rolled out.
They are gradually supplemented by
specific actions for the populations
identified. All these actions reinforce the
Group’s extensive set of procedures and
controls, thereby ensuring transparency
and ethics.
This whistleblowing system is available to
anyone working within the Econocom
Group (executives, employees, temporary
The indicators for monitoring the ethics policy are shown below:
Acting in an ethical manner:
2020
2021
Number of ethics alerts
2
13
% of employees who have completed ethics training
/
52.70%
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1.3.5. RESPECT
FOR HUMAN RIGHTS
The Group operates for the most part in
Western European countries, where labour
laws and regulations are stricter than
required by human rights standards. The
Group has defined its HR standards in line
with these regulations and applies them in
all other countries where it is active.
Econocom’s staff is essentially made up of
skilled personnel who expect human
resources practices to meet particularly high
standards.
The Econocom Group’s Purchasing
Department
purchasing
prioritises
responsible
In 2015, Econocom Group decided to
structure its responsible purchasing policy
to establish trust-based relationships with
its suppliers by encouraging them to
implement a CSR programme.
Econocom is convinced that CSR must first
and foremost involve dialogue with its
suppliers and the contribution of every
player in the value chain.
For these reasons, the Group’s human
rights risks for the most part involve its
suppliers and sub-contractors. In keeping
with its purchasing practices, Econocom
asks its tier-1 suppliers to comply with its
own ethical and labour standards.
The Group has thus established a Purchasing
Charter between its suppliers and Econocom
based on the ten principles of the United
Nations Global Compact. This, together with
the Econocom Group’s Code of Business
Conduct are sent to critical and strategic
suppliers, who are required to return them
signed, thereby confirming their adherence
to and compliance with said codes.
1.3.6. RESPONSIBLE PURCHASING
Risks
The Econocom Group remains vigilant in the
choice of suppliers, in the insufficient control
of the supply chain and non-compliance by
partners of the Responsible Purchasing
Charter/CSR values of the Group.
In
addition,
the
Econocom Group’s
Purchasing Department reinforced this
approach by sending a CSR self-assessment
questionnaire with the aim of quantifying
the results of its partners from a social and
environmental perspective.
Policy
The Purchasing Department has a key role
in Econocom’s CSR policy, since suppliers
are an essential stakeholder in the value
chain of the Econocom Group.
With regard to interim and intellectual
services, the Econocom Group’s Purchasing
Department relies, on the one hand, on
the network
of
specialist
companies
Econocom Group decided to structure its
responsible purchasing policy to establish
trust-based relationships with its suppliers
by encouraging them to implement a CSR
programme. Lasting cooperation between
the Econocom Group and its suppliers
contributes to driving performance for all
parties.
(Esat; Gesat) and, on the other hand, on
the various structures enabling inclusion
through economic activity
du-gouvernement/economie-emploi/retrouver-
un-emploi-grace-aux-parcours-d-insertion)
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Below are the indicators for monitoring the responsible purchasing policy:
Responsible purchasing
2020
2021
Percentage of suppliers who signed the Responsible
Purchasing Charter/ Code of Conduct among the top 20
suppliers
100%
(EIS scope)
100%
(EIS scope)
updating of the records of processing
activities as Data Controller for each legal
entity of the Group;
1.3.7. GENERAL DATA PROTECTION
REGULATION (GDPR)
Risks
updating the records of processing
activities as a subcontractor for each of
our customers;
It is established that data protection is a
specific protection for privacy and personal
data
protection,
including
sensitive
drawing up of an internal Charter serving
as a framework for the processing of data
by Group entities;
personal information. Non-compliance with
this principle may result in the competent
supervisory authority (CNIL in France)
inflicting:
informing co-workers of how their data is
used and raising their awareness about
data protection regulation;
a public notice related to the offense
committed;
revision
Processing Agreement;
of
the
intra-Group
Data
an administrative fine (legal entity) of up
to (Article 83 of the GDPR), up to a
maximum of 4% of the global revenue
reported the previous year, per violation;
implementation of
questionnaire for our subcontractors;
a
GDPR/security
a ban on the processing of personal data.
updating the IT Charter in line with
regulations;
Policy
strengthening of security measures at
the Group IT level;
The Econocom Group is committed to
protecting the privacy and data of its
employees, customers and partners and
therefore ensures compliance with the
applicable law on personal data protection.
in the process of being brought into line
with PSD2 and its impact on personal data
protection.
A DPO is appointed for the Group and relies
on a network of Data Protection Officers
appointed by the Group’s legal entities.
These measures are consistent with
the steps to make Econocom Group comply
with applicable regulation, and they show
the daily commitment both by the Group
and by each Econocom Group entity to a
responsible use of personal data.
In
recent
years,
Econocom
has
implemented the following measures:
appointment of a DPO (Data Protection
Officer) at the Group level;
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nurture our excellence through responsible commitment
The indicators for monitoring the GDPR policy are shown below:
Data protection:
2020
2021
18%
75%
% of employees having completed GDPR training
(France scope) (France scope)
1.3.8. CYBERSECURITY
Risks
through phishing attempts or by looking
for vulnerabilities, hackers try to break into
IT systems to steal data;
because the risks identified can have
significant impacts, in particular issues
relating to financials, image, quality of
service or regulatory framework.
the main risk is that services and tools
may be unavailable for a certain time;
Actions
have
a
deteriorated
image
with
raising
employee
awareness
on
customers.
cybersecurity risks;
Policy
cybersecurity training;
Protecting the IT against any risk of
damage to infrastructure availability, data
confidentiality and integrity and access
traceability is a major issue for Econocom
strengthening of cybersecurity projects;
answering customer audits.
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support the new responsible uses of our customers and users
2. Support the new responsible
uses of our customers and users
Since 1973, we have been committed to
creating digital tools and services for our
customers with responsible purposes and
uses.
Econocom wishes to natively boost the
responsible component in 100% of its new
offers as well as in its existing offers. The
idea is to create new generation support
offers fulfilling new uses (autonomy, user
experience, etc.) and the need for cost
control requested by the DSI. Econocom is
therefore trying to provide its clients with
solutions for transforming the work
environment (physical and digital) and
associated infrastructure to increase user
We believe that it is essential to support
the actions of companies to take into
account the limited resources of our planet,
while ensuring value creation for all.
We work alongside our customers by
providing them effective solutions to
address the common challenge of
reducing the environmental impact of
business operations.
satisfaction
and
productivity
while
reconciling the responsible dimension in its
portfolio of offers.
The objectives of companies and local
authorities in the energy transition are the
same: to reduce the energy consumption
of their buildings, contribute to the
reduction of greenhouse gases, find new
overall solutions to control energy and
contribute to the production of renewable
energies. Because if achieving targets it
critical over the long term, the short term
priority is to save money.
2.1 Develop our offer
of green and responsible
products and services
Risks
Among the expectations of customers,
there is responsible digital technology with
these three aspects: low impact on the
environment, social inclusion (fight against
the digital divide) and trust (GDPR,
cybersecurity). In such an approach, a
company that does not take into account
the impacts of its services and products
risks missing the turn taken by the market
around demand on impact.
2.1.1. GREEN & ENERGY
Investment in the Green & Energy business
unit illustrates Econocom’s ambition: “to be
the leading partner to support our
customers in their energy and digital
transformation projects”.
Policy
Econocom aims to facilitate the ecological
and digital transformations to support its
stakeholders in creating a positive impact.
Attentive to the needs of its customers,
who, in the same way as Econocom, are
also keen to see their environmental
impact reduced, the Group has worked to
develop its responsible digital policy and
offers.
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support the new responsible uses of our customers and users
But how can we reconcile sustainability
and competitiveness?
high-performance, eco-designed and less
energy-consuming equipment, calculating
returns on investment;
Energy transition law, tertiary decree, F-Gas
regulations, RE2020, industry decarbonisation
plan, energy savings certificates, etc. A suite
of systems aimed at encouraging energy
performance the understanding of which is
key.
implement: managing orders, organising
logistics flows, monitoring the execution
of works until the commissioning of the
facilities and all reservations have been
lifted, our project management assistance
supports our customers throughout the
life of the projects;
The structural increase in energy prices has
an impact on the competitiveness of
organisations. To control its purchasing
costs over the long term, the Company
finance: because financing is the
cornerstone of any energy performance
project, we provide an appropriate
financial response which includes all the
aids and subsidies to which customers are
eligible, in order to accelerate the energy
transition with no cash out;
must
implement
energy
efficiency
initiatives and shift towards renewable
energies.
Through its Green & Energy Department,
Econocom meets these challenges by
providing a global solution ranging from
seeking out sources of energy savings to
the execution of projects and their funding.
manage performance: collecting and
compiling all energy and economic data
using our digital platform.
Our Energy managers return the data in
meaningful and efficient manner to help
our customers make the best decisions.
What we do
design: identifying sources of energy
savings, independently prescribing
Our areas of intervention
Industrial and
commercial refrigeration
Facility performance,
F-Gas compliance
Air conditioning,
ventilation, heating
Comfort, performance,
air quality
LED lighting
Comfort, well-being,
productivity
Heat recovery
Heat recovery from
a process and not used
Photovoltaic
solar energy
Securing
energy costs
EV charging stations
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support the new responsible uses of our customers and users
feedback on the outcome of actions and
energy efficiency.
2.1.2. ECOBUILDING: THE ENERGY
MANAGEMENT PLATFORM FOR
REAL ESTATE PORTFOLIOS
2.1.3. ECOCARBON
The EcoBuilding offer is an energy
management service that uses data
intelligence to accelerate the transition.
The management of energy expenditure
data is made possible through a dedicated
platform:
For the sake of continuous innovation,
Econocom launched its EcoCarbon offer in
2021, which complements the existing offer
for measuring the environmental footprint.
A solution designed to help IT and CSR
departments understand and manage
their digital environmental footprint.
collection of energy data and influencing
factors;
It thus makes it possible to assess the share
of digital technology in the overall carbon
footprint of their activity and the actions to
implement to address its impact.
generation of an energy mapping for a
real estate portfolio;
identification of anomalies and potential
savings;
The EcoCarbon offer is built on three complementary blocks:
#1 Measure
#2 Reduce
#3 Offset
Estimate the
Take responsible
actions to reduce
CO2
Invest in a responsible
and sustainable
object
environmental impacts
of the digital scope
Measuring
Reducing
This first key step enables to assess the
environmental footprint of the digital scope
under review and is based on three actions:
Based on the data under review and
additional information collected on the
organisation, Econocom will be able to
submit responsible actions to encourage its
the calculation of the energy (use) and
environmental (manufacturing, transport
and end-of-cycle) impacts of digital
equipment and infrastructure;
customers to reduce their CO
actions will be broken down into:
recommendations for improvement,
2
. These
potential savings forecasts, best practices,
performance indicators for monitoring
changes and comparisons with previous
years.
the analysis of the results generated
according to different views (equipment,
impact, etc.);
the review of additional digital scopes
(cloud, applications, etc.) with selected
expert partners from our ecosystem.
The implementation of these actions aims
to address the energy consumption of
equipment and reduce the impact of the
environmental
technology.
footprint
of
digital
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support the new responsible uses of our customers and users
These recommendations will influence: the
purchasing and replacement policy for
be neutral in terms of environmental
impact. This is why Econocom offers its
customers through EcoCarbon to offset the
remainder of this environmental footprint
by investing in sustainable and responsible
equipment,
the
optimisation
of
infrastructures, time in use, user usages
and behaviour.
projects selected by our partner,
a
Offsetting
recognised international player in this
sector. In return, a certificate is issued,
attesting of the carbon tonnes offset.
With the implementation of all reduction
actions, the use of IT equipment will never
Renewable
energies
Biodiversity
Societal
Solar energy
Drinking water
Clean energy
Description: promote
a local approach
to electricity production
thanks to the ten hours
of daily sunlight
Location: Outapi, Namibia
Standard : VCS
Description:
water supply through
chemical water purification
using chlorine
Description:
stoves for health
and forests
Location: Nyungwe,
Rwanda
Location: India
Standard : VCS
Standard : GS
Econocom provides its customers with the
following types of “certified” projects:
renewable energies, biodiversity and
societal. The list of projects is evolving and
is updated regularly. Some examples of
projects currently selected, on which it is
possible to offset all or part of the
environmental footprint:
Carbon standards are quality labels that
certify carbon credits from offset projects
that meet specific environmental and/or
social criteria. Each standard sets its own
requirements and the criteria guaranteed
are very diverse. The standards with the
most important requirements are: Gold
Standard (GS) and Voluntary Carbon
Standard (VCS).
The indicators for monitoring the responsible digital policy are shown below:
Responsible digital services
2020
2021
and customer offer:
Number of commercial offers related
to responsible digital services, green IT
and the circular economy
6
9
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support the new responsible uses of our customers and users
2.2 Promote responsible digital business
and the circular economy
Risk
Policy
Regulatory changes directly impact the
markets in which they apply. For the EPS
Econocom wants to offer effective and
responsible solutions to generate positive
impact for its customers and their users,
without promoting digital for digital at any
cost.
entity (Products
&
Solutions), whose
business model is partly based on the sale
of new products, regulations on IT
equipment, as part of the circular economy,
a review of certain offers is necessary in
order to adapt to market demands.
Similarly, for leasing or service activities,
regulations could oblige them to further
adapt their offers.
The circular economy applied to digital
products and services takes on its full
meaning to provide concrete solutions.
Our mission is to support customers
seeking to reduce the environmental
impact of their IT and digital systems. We
can achieve this thanks to dedicated offers
based on several levers:
supporting responsible consumption;
extending the periods of use;
managing the end-of-life of equipment.
On the ADEME circular economy wheel, we work on six of the seven pillars.
Industrial and regional
ecology
Eco-design
Functional
economy
LONG TERM
RENTAL
Recycling
CIRCULAR
ECONOMY
Reuse
Second-hand
Reuse
Source : Ademe
Repairs
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lease payments are not included in the
balance sheet (operating expenses);
2.2.1. AN ECO-DESIGN AND FINOPS
OFFER
financial incentive to keep only the
necessary equipment (more rigorous
management of asset base inventories);
A FinOps offer for optimised infrastructure
management in the cloud: the FinOps
approach aims to monitor and optimise the
costs of cloud computing services and the
opportunity to offset their carbon footprint.
management of the end-of-life of
equipment borne by the lessor.”
The main challenge is to find the right
balance between budget and expenses
allocated to cloud services on one hand and,
on the other hand, the required IT
performance and innovation in terms of
business and environmental issues. The
objective is not only to generate savings, but
strive to find the right architecture.
For over 45 years, Econocom has been
supporting companies in their industrial
changes, in particular by financing digital
and technological solutions and assets.
Thanks to its technological expertise,
Econocom
provides
companies
and
organisations with bespoke digital solutions,
with contemporary consumer finance. By
virtue of its “as
a
service” business
Ultimately, implementing a FinOps approach
enables to save money and manage the
environmental footprint.
positioning, Econocom participates and acts
specifically to meet challenges of the circular
economy. At present, 32 to 47%(1) of
companies have already adopted the circular
2.2.2. FUNCTIONAL ECONOMY
approach
production and recycling of products.
However, only 12%(2) of them adopt
business model which also offers products as
a service. This low proportion of businesses
that have succeeded in offering the “as a
service” model is a seam of unexploited
opportunities.
to
the
purchase,
design,
The “Practical Guide to Responsible Digital
Purchasing” published in April 2021 by the
Interministerial Mission for the reduction of
a
environmental
technology
impacts
showcases
from
leasing
digital
as a
responsible alternative to purchasing new
equipment:
“Leasing is an alternative to buying digital
equipment. This practice allows the
organisation to adjust its asset base to the
needs of each user and to deal with
emergencies or specific needs. This
approach is one of the main pillars of the
circular economy: the “functional economy,
i.e. buying the use rather than the good.”
Specifically,
Econocom
has
essential
expertise in the financing of digital projects
and technological assets via “as a service”
financing solutions. Taking this concept
further, the Group has specific technological
offerings to enable companies to manage
their digital projects in real time and closely
adjusted to usages. The Group is committed
to actively contributing to this change of
model.
“Leasing may also be of interest from an
accounting, tax and financial perspective,
depending on the case and the situation of
the buyer:
This ambition to be firmly rooted in the
circular economy is reflected in the Group’s
countries. In this respect, Econocom Belux is
no non-current assets;
a
signatory of the “Green Deal”,
a
no VAT payable on the price of the
equipment;
government initiative which aims to
accelerate the switch to a circular economy.
Alongside 229 other Belgian companies, for
three years now Econocom Belux has been
making its active contribution to circular
solution projects in the country.
(1) World Business Council for Sustainable Development and Boston Consulting Group model, see
docs.wbcsd.org/2018/01/The_new_big_circle.pdf
(2) World Business Council for Sustainable Development and Boston Consulting Group model, see
docs.wbcsd.org/2018/01/The_new_big_circle.pdf
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support the new responsible uses of our customers and users
EcoLease offer thus enables customers to
acquire refurbished PCs or smartphones.
2.2.3. PROMOTING THE REUSE
OF DIGITAL EQUIPMENT
Extending the life of IT equipment is a major
lever for reducing their environmental
impact. As mentioned in chapters 1.2.4 and
2.2.4. REPAIR TO EXTEND THE LIFE
OF MOBILE DEVICES
In September 2021, Econocom inaugurated a
1.2.5
Econocom
refurbishes
nearly
new site for its Product Care centre of more
than 1,200 sqm, entirely dedicated to the
eco-responsible management of mobile
devices: telephones, tablets and laptops.
With more than one million terminals under
management in maintenance services,
Product Care maintains and repairs nearly
410,000 pieces of equipment per year.
Econocom is committed to developing an
increasing number of offers for its
customers to encourage second hand use.
Econocom has thus developed a simple and
effective solution, Ecotwice, which, in 2021,
gave
a
second life to more than
20,000 terminals
per
year
using
a
30,000 pieces of equipment for end-users.
responsible approach.
EcoTwice is platform that allows
a
In line with Econocom’s commitment to be
responsible digital entrepreneur, Product
Care delays the obsolescence of devices
that are better maintained, regularly
updated and repaired.
employees to buy the equipment (in its
current state of use) they use for work
(smartphone, tablet or laptop). This enables
to give equipment a second and helps our
customers to retain their employees. This
offer not only helps to extend the life of
equipment, but also to fight against the
digital divide, by offering the possibility of
acquiring laptops or smartphones at very
attractive prices for personal use.
With more than 40 employees, the
Product Care team is a multidisciplinary
team that manages the administrative,
logistical and technical aspects of the
terminals with:
In October 2021, Ecotwice won the “Second
Life” award at the second edition of the
“Cas d’Or du Digital Responsable”.
repair workshops;
a Helpdesk division;
a logistics and project team.
a
c
Again with the aim of encouraging second
hand use we also offer our customers an
alternative to new IT equipment by leasing
or purchasing refurbished equipment. The
r
r
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03 corporate social responsibility
federate an ecosystem to create shared value
Adapting to the needs of companies,
administrations and their employees,
Product Care has several tailor-made
schemes including the extension of the
devices (including at home) and their
temporary replacement by a convenience
terminal, their repair (with or without a
binding leadtime) and the management of
claims (without deductible).
hardware
manufacturer
warranty,
breakdown management, collection of
The indicators for monitoring the Circular economy policy are shown below:
Negative impacts of digital technology
on the environment:
2020
2021
88%
88%
Recycling rate achieved with companies in the social
economy (ESS)
(France scope) (France scope)
3. Federate an ecosystem to create
shared value
The Econocom Group believes in the
positive impact of digital technology on
training and education. With these
convictions, the Group has made education
one of the key pillars of its CSR strategy, as
much through its partnerships and
philanthropic actions. In 2020 and 2021,
while the health crisis demonstrated the
urgency of combating the digital divide,
the Group made a commitment to families
and children, by donating equipment or by
providing financial support to its partner
associations.
Policy
Econocom has a regional responsibility and
intends to take on the role of a deeply
rooted value-creating player in the region,
in order to generate a positive impact on its
entire ecosystem. To this end, regional
presence and the fight against the digital
divide are key priorities of the Group’s CSR
policy. The Group aims to build long-lasting
relationships with the economic, social and
associative fabric close to the sites where
the Group conducts its activities.
Each site and each subsidiary is therefore
encouraged to get positively involved with
their direct ecosystems in order to put
down firm local roots and develop useful
digital services.
Risk
Econocom must manage its economic,
social and environmental impact in order
to make a positive contribution to the
regions
surrounding
our
sites
and
contribute to the sustainable development
of communities. One of the risks identified
for the Econocom Group is a decrease in
attractiveness. Public sector customers
(regions, departments, cities) have a strong
demand for the integration of local
companies in their calls for tenders. In
addition, due to the business segment in
which we operate, under representation in
the area of the digital divide would not
create trust and visibility in our ecosystem.
3.1 Partnerships in the
education and university
sector
3.1.1. SUPPORT NEW USES LINKED
TO USEFUL DIGITAL BUSINESS
IN THE EDUCATION SECTOR,
AND GREEN IT
Econocom is committed to promoting
digital technology in school curricula in
order to fight the digital divide and
improve digital accessibility.
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federate an ecosystem to create shared value
The French government has decided to
encourage the use of digital technology in
schools to make up for France’s lag in the
area. Econocom wants to take action in this
movement by providing schools with
solutions adapted to the needs of students,
teachers, parents and public authorities.
projects for the world of tomorrow,
particularly in education.
3.1.2. INVESTMENT IN
EDUCATIONAL START-UPS
Magic Makers, a start-up specialising in
developing and leading coding and
creative programming workshops for
children
Econocom’s goal through its commitment
to education is to play a role in the
transformation of learning, to ingrain a love
of learning in students. The aim is also to
encourage new teaching practices and to
promote parental involvement in the
education of children.
Econocom acquired a stake in the share
capital of Magic Makers which has
developed its own method, to allow children
starting at age 6 to learn coding concepts
with trained facilitators and innovative tools.
Today, more than 1,000 eager children
attend Magic Makers coding classes and/or
holiday workshops. Children of Econocom
employees are offered discounts for Magic
Makers courses through the Group’s Share
engagement programme.
Econocom’s investments in education were
extended through several activities:
the development of a “Campus” offer,
which includes, in particular, the “Green”
offers of the Econocom Group, well
adapted especially to
a
number of
renovation and new campus opening
projects, in France and abroad.
Kartable, the first full, free learning and
study platform
Econocom established a partnership
This start-up opened a platform allowing
users to consult programmes, courses and
exercises spanning all years of secondary
school or benefit from online tutoring free of
charge. Econocom employees can also
benefit from preferential conditions for their
children.
with
Managers is the first French network of
French universities and colleges
“Campus
Managers”.
Campus
committed to sustainable development.
Educapital: finally, always with the aim of
supporting young innovative companies
that
aspire to reinvent
education,
3.1.3. SPONSORSHIP PROGRAMMES
IN EDUCATION
Econocom was the first player to invest in
Educapital, the leading European venture
capital fund dedicated to education and
vocational training. Since its creation,
Educapital has invested in twenty or so
innovative European Edtechs.
A
solid partnership with Passerelles
Numériques
Econocom has been a partner to Passerelles
Numériques since 2007. This organisation
helps young people from underprivileged
backgrounds in Cambodia, Vietnam and the
Philippines to receive training and find
skilled employment in the ICT sector. The
partnership established with Passerelles
Numériques also works in skills sponsorship.
Econocom member of Impact AI:
Econocom is a member of Impact Artificial
Intelligence. Impact AI is a collective focused
on reflection and actions with players
involved in the area of artificial intelligence
aimed at supporting innovative and positive
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Econocom and Passerelles Numériques:
summary
Espérances Banlieues
In September 2019, Econocom formed a
partnership with Espérance Banlieues. The
Group committed itself to supporting the
actions of this organisation which creates
non-denominational schools in difficult
districts.
Since 2014, the highlights of our
commitment to Passerelles Numériques
include:
445 Cambodian students supported;
117 weeks skills-based volunteer work
delivered free of charge. 52 missions
carried out by 49 employees;
There are now 17 schools across France,
welcoming about 900 pupils. Econocom’s
support is mainly based on encouraging
students’ access to and training in digital
technologies, notably through the joint
action of Magic Makers - a coding training
programme for students from fifth to ninth
grade. By financing the training of teachers
in the network to this method, we have
enabled 80 students to benefit from this
training during the school year in 2021.
244 laptops donated.
A three-year commitment with Emmaüs
Connect in partnership with Schneider
Electric
In June 2021, Econocom and Schneider
Electric and Emmaüs Connect, a key player
in the fight against the digital exclusion
digital exclusion of the most vulnerable,
announced the signing of a partnership to
combat digital exclusion. Over the next
three years, Schneider Electric and
Econocom committed to donating 300
refurbished computers each year to
Emmaüs Connect.
In 2021 we also donated 70 refurbished
computers and presented our business
lines as well as those of digital technology
in schools.
“100 000 entrepreneurs” association
To build bridges between schools and
businesses,
and
to
pass
on
the
Econocom, partner to Double Horizon
entrepreneurial drive to young people,
Econocom supports the action of the
organisation “100 000 Entrepreneurs”.
Since 2013, Econocom has been a partner
of the Double Horizon association which
supports the education of under-privileged
people in France and abroad.
“100 000 entrepreneurs” is a public-interest
organisation
that
arranges
for
Econocom decided to support the French
activities of the association. Double Horizon
works in schools which are part of the
priority education network. A survey carried
out a few years ago showed that the
majority of children from these schools had
never visited Paris, its sites or museums,
even by the end of secondary school.
entrepreneur volunteers to speak at
establishments, from secondary schools to
university-level institutions.
Over the past school year, more than
45,000 young people have met these
women and men who do business in many
ways!
During the health crisis, Econocom
During the Covid-19 crisis, Econocom
continued to support the “Double Horizon”
provided
financial
support
to
the
“100 000 entrepreneurs” association.
association
equipment and financial support. This has
made it possible to combat the
by
providing
additional
“Positive Planet” association
school-family digital divide.
Positive Planet promotes the positive
economy by combating poverty and all
forms of exclusion by using positive
entrepreneurship
as
a
means
of
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federate an ecosystem to create shared value
emancipation and sustainable social,
professional and economic inclusion. Since
its creation, it has supported more than
1,000 projects and two million beneficiaries.
Present in 16 countries, it has 40 branches
in France.
In 2021, the Econocom Group provided
financial support for the association and
made a donation of refurbished laptops.
The indicators for monitoring the regional support policy are shown below:
Insufficient or inadequate awareness raising and
2020
2021
education on digital technology:
Number of refurbished laptop donations
1,232
520
response, assistance and rescue tugs and
three chartered rescue and assistance
vessels for the French Navy and the French
Maritime Prefectures. Drawing on the
know-how of 140 employees, it ensures
high sea towing, assistance and rescue
missions for vessels in distress, oil pollution
control, as well as assistance and rescue
advisory missions for the French Navy. Les
Abeilles thus contribute to the protection
of biodiversity by playing a role in the fight
against oil pollution through its seabed
decontamination missions.
3.2. Become the partner
of choice for innovative
companies and integrate
them into our offers
Supporting and growing start-ups is one of
the major lines of the Econocom CSR
policy. It is also one of the ways of
embodying and expressing the three
Group values: audacity, responsiveness and
good faith.
The start up spirit at the heart of
Econocom’s
“Satellite” SMEs
organisation,
with
its
The Prix des Technologies Numériques
For the past five years, Econocom has
partnered with Prix des Technologies
Econocom Group has put in place an
original integration and governance model
for some of these new acquisitions (called
“Satellites”) so as to preserve their agility,
Numériques,
a
digital
technology
organisation, driven by Télécom Paristech,
made up of more than 300 leaders and
decision-makers. The 2021 edition focused
on Industry 4.0 and places under the
boost
their
performance
and
competitiveness and generate synergies at
Group level. The founding shareholders of
spotlight
entrepreneurs
who
have
these
Satellites
have
retained
a
dedicated their talent and creativity to
inventing new impactful solutions in this
area.
non-controlling interest in the share capital
and have a very broad level of managerial
autonomy.
French entrepreneurship with Partech
At the end of 2020, Econocom acquired a
prestigious
Abeilles”
company
named
“Les
Since joining the seed fund “Partech
Entrepreneur” in October 2013, Econocom
has been joining forces with the fund to
support the development of digital
Founded in Le Havre in 1864, Les Abeilles is
a French ship-owner specialised in towing
in the high seas. For over 40 years, it has
been ensuring the protection of 3,120 km of
French coasts thanks to four emergency
entrepreneurship
in
France.
Open
innovation has become
a
necessary
component to support traditional R&D
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federate an ecosystem to create shared value
efforts of large companies, while start-ups
need to be in contact with large companies
to accelerate their business.
renovation of the lighting of production
and industrial halls.
Econocom
monitoring energy consumption and
reducing CO emissions. Econocom
Germany
commits
to
Paris-Saclay Fund
2
Econocom has also invested in the
Paris-Saclay seed fund (more than
20 start-ups supported to date), to develop
innovation and entrepreneurship within
the IT, Internet, digital and life sciences,
MedTech sectors.
Germany offsets residual emissions by
committing to environmental projects. In
2021, Econocom Germany obtained the
status of a climate-neutral company. Our
goal is to achieve a climate-neutral audit
every year and thus contribute to the
ecosystem.
3.3. Develop
our local roots
Italy
Econocom Italy and BDF have chosen to
invest in multiple projects in Italy to tackle
the climate crisis, protect nature and our
planet, forge ever more links between the
Company and its environment. Over the
past 30 years, the Italian forest cover
Econocom intends to make a positive
impact on all of its ecosystem. One of the
priorities which the Group set itself is to
build lasting relationships with the
economic, social and community fabric
close to the sites where the Group is active.
Every site and subsidiary is therefore
encouraged to get positively involved with
its direct ecosystem in order to put down
firm local roots.
increased
by
25%
due
to
land
abandonment. In Italy, there is no need for
reforestation, but for sustainable forest
management and the protection of
biodiversity, a highly valuable heritage of
the peninsula. Econocom Italy and BDF
have therefore decided to plant 400 trees
with Italian social agricultural cooperatives
in collaboration with ZeroCO.
Overview of initiatives with positive impact
in our subsidiaries:
Germany
New mobility/New collaboration for
E-Bikes
Belux
Billy Bike, a Brussels scale-up, offers an
all-in solution to meet the growing need
for green mobility in our cities. It innovates
by offering the first shared electric
bicycles as-a-service. The acquisition of
the last three hundred connected e-bikes
Econocom Germany has entered into a
cooperation agreement with one of the
five best suppliers of electric bicycles in
Germany. As a complete package - mein
Dienstrad.de - and Econocom offer a
comprehensive electric bicycle rental
service, in which employees can select the
bicycle of their choice.
in
the
fleet
was
the
successful
achievement of a jointly-created project
and a well-prepared co-financing with
Econocom Belux.
In 2021, it was possible to expand and
intensify
partnerships
with
lighting
Econocom Belux was the logistics partner
of the 31st edition of Télévie. The Télévie is a
charitable event which raises funds for
F.R.S.-FNRS and which has been taking
place in French-speaking Belgium and
Luxembourg since 1989. It is organised by
RTL-TVI. It raises funds for scientific
research in the fight against cancer and
renovation contractors, project developers
and LED lighting manufacturers, resulting
in new funding requests as well as new
orders and follow-up projects.
Together with its partners, Econocom
Germany
Lightning projects and carried out the
implemented
two
Smart
114
2021 annual report
corporate social responsibility 03
federate an ecosystem to create shared value
leukaemia, in both children and adults.
About ten employees volunteered and
installed over 200 laptops, used to Code
the donations.
Econocom UK optimised the relocation of
its
registered
office
by
recycling
unnecessary IT equipment and office
furniture. Consequently, Econocom UK has
developed a strong relationship with the
local charities Habitats & Heritage (caring
for local landscapes, wildlife, ecosystems
and heritage) and Shepherd's Star (aiming
to reduce loneliness and social isolation in
the local community).
Econocom
Belux
invested
in
the
installation of solar panels in 2011. In 2021,
the solar panels covered 28.4% of the
consumption of its main building in
Zaventem.
UK
Spain
With the appointment of Frances Weston,
Econocom became a member of “100
Women in Finance” (a global network of
financial professionals).
Econocom Spain took part in numerous
CSR projects:
donations from employees and
partners to help those affected by the
eruption of the “Cumbre Vieja”
volcano in La Palma, Spain;
Econocom UK has joined the "Legacy
programme", a business travel programme
in partnership with Forest Carbon which
offers a range of carbon offset programmes
designed specifically for business travelers.
in-house eco-responsible awareness
campaign for employees under the
slogan “All actions sum up”;
At the end of 2020, Econocom UK
partnered with TechInclusionUK, a new
organisation fighting against digital
exclusion. A partnership was also signed
with the Tower Hamlets Education
Partnership, to recondition and distribute
digital equipment, provided by Econocom,
to young pupils attending primary school
in Tower Hamlets. In total, around fifty
iPads and laptops were donated to several
schools, giving students access to the
resources they need to learn despite the
coronavirus health crisis.
a course on first aid and fire
extinguishing
employees of all activities for
Econocom Group in Spain with the
aim of ensuring the safety of all
employees;
promoted
among
awareness raising of Econocom
Group employees in Spain, on the
deletion of emails and the replanting
of trees as part of the Group
Cybercleanup week campaign.
Collaboration with Asociación Sonrisas
during the Christmas period for the
collection of food and toys.
2021 annual report
115
03 corporate social responsibility
methodological note on the non-financial performance statement
Methodological note on
the Non-Financial Performance
Statement
The non-financial performance statement
(DPEF) is drafted by the Group’s CSR
Department and the Finance Department,
which also coordinates non-financial data
reporting. Such data are provided by the
departments involved (human resources,
CSR, CFO, purchasing, general services,
etc.), in France and in other countries.
These data are entered in a reporting
dashboard, which makes it easier to collect,
description of the business model,
including the CSR risks and stakes deemed
to be priorities. To this end, the CSR
Department conducted
a wide-ranging
consultation
stakeholders
among
in 2021
its
to
internal
identify
non-financial risks and associated key
issues. These risks and key stakes were
presented and approved by the CSR
Department, before serving as a basis for
discussion with all the Departments
involved, in order to identify the most
relevant indicators to report on the Group’s
non-financial performance.
monitor
and
manage
performance
indicators.
The reporting methodology is described in
a document that is regularly updated and
distributed to contributors at the start of
the data collection process.
Pursuant to the consultations carried out
by Econocom after the discussion with its
stakeholders, certain information required
as part of the DPEF was deemed not to be
significant.
Scope of reporting
Unless otherwise specified, the scope
includes all Group subsidiaries. Due to their
independence, sales agents are excluded
from the scope of publication. Any other
exclusion to the scope is mentioned and
Due to the Group’s activity, certain topics
relating to the Decree of 24 April 2012 and
Article 4 of the Law of 11 February 2016 on
the fight against climate change were not
considered relevant, in particular societal
commitments to promote:
explained
in
the
corresponding
paragraph(s). The data collection process is
carried out once the calendar year is ended,
from 1 January to 31 December.
the fight against food waste;
the fight against food insecurity;
respect for animal welfare;
Methodology used to explain our DPEF
The non-financial performance statement
provides for the presentation of the most
responsible, fair and sustainable food.
material
non-financial
risks
and
a
116
2021 annual report
corporate social responsibility 03
key performance indicators
Key performance indicators
The following tables show Econocom’s key corporate social responsibility performance
indicators in 2021.
Econocom Group
Planet France
Area
Stake
INDICATOR
UNIT
Qty
2020
2021
2020
2021
Workforce
9,121
8,197
4,811
4,405
768
Annual
hires
Qty
1,778
N/A
1,481
909
Work-study or
apprenticeship
employees
%
1.50%
2.10%
2.30%
Kpi
available
in March
2022
People with
disabilities
%
N/A
N/A%
4.3%
Departure
rate*
%
%
%
N/A
N/A
N/A
12.70%
25.50%
3.50%
12.50%
17.80 %
4.20%
13.20%
20.10%
3.80%
Position
Women hired
during
ourself as
a committed
employer
the year
Absenteeism
rate
Employees
benefiting
from
%
Qty
Qty
N/A
N/A
N/A
39.00%
N/A
10.80%
26,775
35
30.20%
38,906
36
remote work
Number of
hours of
training
Nurture our
excellence
through
responsible
commitment
Collective
bargaining
agreements
in force
N/A
Econocom Group
Stake
INDICATOR
UNIT
tCO
2020
2021
Carbon footprint
2
7,816
8,039**
Surface area of
occupied/leased
buildings
82,012
75,858
Annual
electricity
consumption
kWh/m
2
68
4
63
4
Water
consumption
litres/
Conduct a
demanding
environmental
policy
Annual
paper kg/employee
consumption
1,014
934
Electric
and hybrid
vehicles
%
1.40%
2%
in the fleet
Environmental
footprint of
digital
KWh/year
5,387,854
3,269,996
technology
2021 annual report
117
03 corporate social responsibility
key performance indicators
Econocom Group
Area
Stake
INDICATOR
UNIT
Qty
2020
2021
Ethics alerts
2 alerts
13 alerts
Employees who
have completed
ethics training
%
%
/
52.70%
Employees who
have completed
GDPR training
18%
75%
(France scope)
(France scope)
Employees who
have completed
cybersecurity
training
Nurture
our excellence
through
responsible
commitment
Be an ethical
and
responsible
player
74%
(France scope)
76%
(France scope)
%
%
Employees at
ISO 27001
certified sites
18.9%
(EIS scope)
15.5%
(EIS scope)
Suppliers
among the top
20 who have
signed
100%
(EIS scope)
100%
(EIS scope)
%
Responsible
purchasing
Offers in
connection with
the circular
economy,
Qty
6
9
Green IT,
Responsible
digital
technology
Support
Promote
Refurbished IT
equipment
the new
responsible
digital
business and
the circular
economy
Qty
%
430,000
95
410,000
92
responsible
uses of our
customers
and users
% of refurbished
IT equipment
Number of
WEEE
Qty
19,800
27,500
IT equipment
refurbished
with companies
in the social
economy
88
88
%
(France scope)
(France scope)
Partnerships
in the
education
sector and
Green IT
Supported
associations
Qty
Qty
12
15
Federate an
ecosystem to
create shared
value
Refurbished
or new laptops
donated
1,232
520
university
*
Departure rate: Number of departures suffered (i.e. resignations, end of PP on the employee’s initiative) over 12
months/average workforce over 12 months (permanent, fixed-term contracts including professional training
contracts, work-study contracts excluding internships).
As a reminder, Covid had a significant impact on the Group and across France between 2019 and 2020, which
explains the slight increase between 2020 and 2021 (see page 22).
**
118
2021 annual report
04
risk factors
1. Operational risks
3. Dependency risks
120
124
1.1. Risks associated with Services
contracts
1.2. Risks associated with sub-contractor
default
1.3. Risks associated with price
fluctuations and hardware
obsolescence
1.4. Risks associated with competition
1.5. Social risks
1.6. Environmental risks
1.7. Insurance against risk
1.8. Pledges, guarantees, collateral
provided and borrowings
1.9. Risks related to external growth
3.1. Refinancing institutions
dependency risk
3.2. Customer dependency risk
3.3. Supplier dependency risk
3.4. Technology dependency risk
120
124
124
124
124
120
4.Financial risk
125
121
121
121
121
121
4.1. Market risk
4.2. Credit and counterparty risk
4.3. Equity risk
125
126
126
122
122
2. Regulatory risk
123
2.1. Legal risks
123
123
2.2. Risks associated with tax audits
2.3. Risks associated with regulations
applicable to lessors’ leasing
businesses
2.4 Risks associated with regulations
applicable to Technology
123
123
Management & Financing clients
2021 annual report
119
04 risk factors
operational risks
1. Operational risks
time-and-materials contracts, whereby
the Group undertakes to provide technical
skills and charges the client for the
number of labour hours spent. Econocom
manages these contracts by paying
particular attention to the fee schedule
and its consultants’ fees.
1.1. Risks associated with
Services contracts
The Group offers three types of Services
contracts:
fixed-price contracts with a guaranteed
result, whereby the Group undertakes to
provide certain deliverables for a fixed price,
irrespective of the timeframe. This type of
contract may include financial penalties in
the event of below-expectation performance,
calculated according to the value of the
contract and usually capped at a certain
percentage of the annual amount of the
contract. Econocom manages this risk by
carrying out technical and financial
monitoring of projects (measuring the
achievement of contractual objectives,
tracking the number of man-days used,
estimating the remaining consultant time
required, and measuring service quality and
lead-time indicators, etc.). This monitoring
enables the Group to measure and oversee
the achievement of contractual obligations
and, where applicable, anticipate any
provisions for losses upon contract
completion to be recognised in the financial
statements. Contracts with a guaranteed
result account for almost one-half of the
Services business in terms of value;
Furthermore, Services contracts carry risks
associated with termination notice periods.
The Group ensures that this period allows
sufficient lead time to adjust the workforce,
particularly on large contracts. The Group
plans in advance for contract terminations
so that it may redeploy its staff and uses a
measured level of sub-contracting to
ensure flexibility.
1.2. Risks associated with
sub-contractor default
For certain contracts, Econocom has
performance obligations and sometimes calls
upon the services of sub-contractors.
Econocom’s policy is to recover any penalties
charged from its sub-contractors. However, it
is possible that Econocom may incur a risk
related to default by one of its sub-contractors.
No single sub-contractor is sufficiently
important to account for a significant portion
of Econocom’s business.
fixed-price contracts with service level
agreements, whereby the Group undertakes
to provide a given service, within a given
timeframe, for a fixed price per time unit
(usually per month). Econocom manages
this risk by carrying out regular technical
and financial monitoring of the projects,
particularly by tracking the number of
man-days spent;
Econocom assesses the financial and
operational capacities of its sub-contractors
as and when required, and in particular
when it uses sub-contractors that are new
market entrants.
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2021 annual report
risk factors 04
operational risks
expertise in Technology Management &
Financing and the international scope of its
activities.
1.3. Risks associated with
price fluctuations and
hardware obsolescence
The Group is exposed to the risk of
fluctuations in the future value of leased
equipment within the scope of its
1.5. Social risks
As far as Econocom Group Management is
aware, the Group is not exposed to any
social risks other than those arising in the
normal course of business for companies of
a comparable size based in Europe. The
majority of the workforce is employed in
the Group’s French, Belgian, Spanish,
Italian, Moroccan and Brazilian subsidiaries.
Technology Management
&
Financing
business. It deals with this risk by
calculating the future value of equipment
using the diminishing balance method.
This calculation method is described in
note 4.1 on accounting principles to the
consolidated financial statements. The
method is regularly compared with actual
transactions, and annual statistics are
compiled to validate the suitable and
prudent nature of the selected method.
1.6. Environmental risks
Econocom Group does not destroy the
machines purchased from refinancing
institutions at the term of the related
leases. In accordance with the WEEE
For non-standard equipment, the Group
ensures that the future value of leased
equipment is estimated appropriately,
namely by calling on independent experts.
(Waste
Electrical
and
Electronic
Equipment) European Directive, the Group
collects all the equipment it owns from
clients and arranges for all electrical and
electronic waste to be processed and
recycled. Since 2013, Econocom has been a
client of Ecologic, an environmental
organisation which collects and processes
WEEE from businesses all over France, in
compliance with environmental legislation.
For its Products
& Solutions business,
Econocom does not keep substantial
surplus stock and as such limits its
exposure to the risk of obsolescence.
For its data centre maintenance and
outsourcing activity, the Group keeps
dedicated stock. The components and
levels of stock are constantly monitored to
ensure that they are in line with the volume
1.7. Insurance against
risk
The Group is covered against liability claims
and property damage via insurance
policies taken out with first-rate insurers. It
has elected not to take out business
interruption insurance and insurance
against risk of fraud.
and
type
of
equipment
under
maintenance, which addresses the risk of
obsolescence.
1.4. Risks associated
with competition
The ICT services market is competitive. In
each country where it has operations and
in each of its businesses, the Group faces
competition from international, national or
local players. However, Econocom stands
out from the competition due to the
diversity of its activities and, especially, its
The Group reviews and evaluates its risks
on an ongoing basis in conjunction with its
insurers and experts so as to ensure
optimal coverage in both the insurance
and reinsurance markets.
2021 annual report
121
04 risk factors
operational risks
Integration of the acquired companies may
also disrupt the Group’s existing businesses
and lead to insufficient resources, particularly
in terms of management. The synergies
expected from an acquisition may fall short of
forecasts or take longer to achieve than
initially announced, and the costs of
implementing these synergies may exceed
expectations. The above-mentioned factors
may also have a negative impact on the
goodwill recognised in the consolidated
financial statements (see also note 9
“Goodwill and impairment testing” to the
consolidated financial statements).
1.8. Pledges, guarantees,
collateral provided and
borrowings
Real security interests provided as collateral
for borrowings or financial liabilities by the
Group chiefly consist of receivables offered
as collateral for its short-term funding. The
amount of pledged and mortgaged assets is
disclosed in note 20 to the consolidated
financial statements.
1.9. Risks related
to external growth
As part of its strategy, the Group continues
to develop its business by seeking targeted
acquisition opportunities.
Several years ago, Econocom Group put in
place an original integration and governance
model for some of these new acquisitions
(called “satellites”) so as to preserve their
agility, boost their performance and
competitiveness and generate synergies at
Group level. The founding shareholders
Acquiring and integrating companies
gives rise to certain risks, including higher-
than-anticipated financial and operating
expenses, failure of the operational
integration, which can lead to loss of major
clients or the departure of important
members of the acquiree’s staff and a
decline in financial performance.
of these
satellites
have
retained
a
non-controlling interest in the share capital
and have a very broad level of managerial
autonomy. The related integration risk is
mitigated by the fact that taken individually,
these transactions are relatively small.
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2021 annual report
risk factors 04
regulatory risk
2. Regulatory risk
2.1. Legal risks
The Group operates as a service provider in
various Western European countries and is
therefore subject to numerous different
laws as well as customs, tax and labour
regulations. In order to limit its exposure to
legal risks, the Group has set up subsidiaries
in each country run by managers who are
familiar with the applicable local laws and
regulations, who work alongside the Group’s
Legal Counsels and external consultants.
financial institutions. The associated risk,
which is common to all companies in the
industry, concerns the increase in
administrative costs.
2.4 Risks associated with
regulations applicable to
Technology Management
& Financing clients
The IFRS standard applicable to lease
Econocom Group monitors on an ongoing
basis any litigation and one-off situations
that could result in a financial risk. Any
pending litigation is covered by provisions
for appropriate amounts calculated by
Group Management.
agreements,
IFRS 16,
published
in
January 2016, entered into force on 1 January
2019. Under this accounting standard, “lease
liabilities” are presented on the companies’
balance sheet under liabilities, with the
exception of small items with an
insignificant unit value.
Disclosures
concerning
litigation
or
arbitration likely to have a substantial impact
on Econocom Group’s financial position,
assets, business or the results of its operations
at 31 December 2021, are presented in note 16
to the consolidated financial statements.
The impact of this new standard for the
Technology Management
&
Financing
business was limited due to the added value
brought by the Group in its leases:
upgrade management via leasing and in
particular the Group’s scalable offerings;
2.2. Risks associated with
tax audits
asset
management
and
expense
management provided by Econocom’s
solutions (inventory tracking, telephone
usage management, IT outsourcing for
small and medium businesses, etc.), which
give our clients optimal visibility and more
effective management of their assets;
The Group undergoes regular tax inspections
in the various countries in which it operates.
Although the outcome of these inspections is
uncertain, the Group has estimated as
accurately as possible the associated risks and
has recognised the appropriate provisions for
those risks in its financial statements. The
outcome of these inspections could have a
negative impact on the Group’s consolidated
financial statements. However, this impact is
limited on account of the provisions
recognised.
better economic management of end-
of-life assets;
management of end-of-life assets in greater
compliance with sustainable development
commitments;
smart and connected object (IoT)
management capabilities.
2.3. Risks associated with
regulations applicable to
lessors’ leasing businesses
Certain countries have decided to implement
stricter legislation for leasing companies by
aligning it with the legislation governing
2021 annual report
123
04 risk factors
dependency risks
3. Dependency risks
3.1. Refinancing
institutions dependency
risk
In the course of its business, Econocom
assigns most of its finance lease contracts
to refinancing institutions.
3.3. Supplier dependency
risk
Given the broad choice of potential
suppliers and the fact that they are largely
interchangeable, Econocom’s dependence
on suppliers is very limited.
For the Technology Management
&
These institutions generally focus on
Financing, Products Solutions and
&
clearly-defined
regions
or
types
of
Services activities, the choice of suppliers is
ultimately made by our clients. For these
activities, in the event of a supplier default,
an alternative supplier is chosen.
equipment. In addition, the Group strives to
maintain a balanced portfolio of institutions
in order to avoid being overdependent on
one or more institutions.
At
31 December
2021,
no
supplier
In 2021, the proportion of the Group’s five
biggest funders was accounted for 67% of
the total value of refinanced rents. The
Group’s main funder in 2021 represented
30% of the total value of refinanced rents.
accounted for more than 15% of the Group’s
total purchases.
3.4. Technology
dependency risk
3.2. Customer
dependency risk
For
its
Technology
Management
&
&
Financing, Services and Products
Solutions activities, the Group develops
partnerships with hardware manufacturers,
telecoms operators, software vendors and
solutions providers. However, it strives to
remain independent from these companies
in order to offer the best possible solution in
terms of architecture, hardware and
software.
The Group continually strives to expand
its client portfolio. This is
a
strategic
development focus area aimed at gaining
market shares. At 31 December 2021, no
single client represented over 5% of the
Group’s consolidated revenue.
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2021 annual report
risk factors 04
financial risk
4. Financial risk
The Group’s activities are subject to certain
financial risks: market risk (including
foreign exchange risk, interest rate risk and
price risk), liquidity risk and credit risk.
Income arising on these contracts is
therefore set at the outset and only varies if
the contract is amended.
The Group uses a combination of fixed
rates and floating rates to hedge its interest
rate exposure.
The
Group’s
overall
financial
risk
management policy focuses on reducing
exposure to credit risk and interest rate risk
by transferring finance lease receivables to
refinancing institutions and by using
factoring solutions on a non-recourse basis in
At 31 December 2021, the Group’s floating-rate
debt comprised bank borrowings commercial
paper and factoring agreements. Unhedged
outstandings are based on capped Euribor
rates and are therefore subject to limited
short-term interest rate risk.
the Services and Products
businesses.
& Solutions
The Group’s bond debt is at a fixed rate and
comprises private placement (EuroPP) for
€56 million, €13 million of Schuldschein and a
€183 million convertible bond. Econocom
continued to reduce its debt during the
financial year: €137 million of Schuldschein
were repaid, including an early repayment of
€115 million.
4.1. Market risk
Financial market risks (interest rate and
foreign exchange risk) and liquidity risks
are handled by Group Management.
4.1.1. FOREIGN EXCHANGE RISK
The Group operates chiefly in the eurozone;
however, following the expansion of
operations in non-eurozone countries in
Europe, as well as North and South America,
the Group may be exposed to foreign
exchange risk on other currencies. The
currencies concerned are the pound
sterling, the US and Canadian dollars, the
Moroccan dirham, the Czech crown, the
Swiss franc, the new Romanian leu, the
Polish zloty, the Brazilian real and the
Mexican peso. Since the large majority of
subsidiaries’ purchases and sales are
denominated in the same currency, this
exposure is limited. Econocom Group does
not deem this risk to be material, but has
nevertheless signed a number of foreign
exchange hedging agreements to hedge
risks on internal flows.
4.1.3. LIQUIDITY RISK
The Finance Department is responsible for
ensuring that the Group has a constant
flow of sufficient funding:
by analysing and updating cash flow
forecasts on a monthly basis for all of the
Group’s companies;
by negotiating and maintaining sufficient
outstanding lines of financing;
by optimising the Group’s cash pooling
system in order to offset cash surpluses
and internal cash requirements.
In 2021, Econocom continued to optimise its
sources of financing with the aim of
(i) reducing its financial expenses and
(ii) extending maturities of its borrowings
and (iii) having more flexible facilities. In
order to meet its financing needs, the Group
has confirmed bank lines, the total amount of
which was increased by €100 million during
the financial year and the maturities
extended by two years. As of 31 December
2021, Econocom had €359 million in bilateral
4.1.2. INTEREST RATE RISK
Econocom’s operating income and cash
flows are substantially independent of
changes in interest rates.
Sales of leases to refinancing institutions
are systematically based on fixed rates.
2021 annual report
125
04 risk factors
financial risk
bank credit facilities of which €273 million
confirmed.
For its Technology Management & Financing
business, the Group nevertheless has the
option of retaining the credit risk on certain
strategic transactions. These relate primarily
to Econocom Digital Finance Limited (EDFL),
the Group’s internal refinancing unit with
expertise in transaction security and
non-standard contract financing.
In addition, the Group made use of its
NEUCP/NEUMTN programmes, capped at
€280 million and drawn in the amount of
€22 million at 31 December 2021. The finance
cost of these programs was significantly
reduced in 2021 thanks to very high demand
from investors.
At 31 December 2021, contracts on which
Econocom bears the credit risk represented
€208 million, compares with €186 million in
December 2020, or around 9% of total
outstanding rentals for the Technology
Management & Financing business. The
Group only invests with investment-grade
counterparties, thus limiting its credit risk
exposure.
In 2022, the Group will continue its policy of
diversifying its financing resources in order to
optimise its costs and extend the average
maturity of its debt. During the financial year,
the seven-year tranche of EuroPP for a total
amount of €56 million will mature. The
Econocom Group has the liquidity required
to meet this deadline.
4.3. Equity risk
The Group does not hold any unlisted or
4.2. Credit and
counterparty risk
listed shares apart from treasury shares.
The Group has policies in place to ensure that
goods and services are sold to clients whose
credit standing has been analysed in depth.
The Group’s credit risk exposure is also
limited as it does not have any concentration
of credit risk and uses factoring solutions
for the Products & Solutions and Services
As the treasury shares held by Econocom
Group as of 31 December 2020 are deducted
from shareholders’ equity in the consolidated
financial statements as of their acquisition, it
is not necessary to compare their book value
to their actual market value.
businesses,
as
well
as
non-recourse
refinancing with bank subsidiaries and credit
insurance in the Technology Management &
Financing business.
126
2021 annual report
05
management
report
5.3. Description of internal control
Management Report of the Board
of Directors on the financial
statements
and risk management procedures
in the context of the preparation of
the financial information
5.4. Ownership structure and limits
on shareholder rights
128
144
1. Group’s financial position
and highlights
146
128
5.5. Composition and functioning
of the administrative bodies
and Committees
5.6. Composition of advisory bodies
5.7. 2021 Compensation report
5.8. Appropriation of profit and dividend
policy
1.1 Changes in scope for the year
1.2. Main investments
1.3. Financing operation
129
129
129
129
147
152
152
1.4. Research and development
2. Profit for the year
130
158
2.1. Income statement
2.2. Balance sheet and financial
structure
130
5.9. Relations with major shareholders 158
5.10. Econocom group employee share
135
ownership
5.11. Statutory Auditor’s fees
5.12. Treasury shares
158
161
161
2.3. 2021 separate financial statements
of Econocom group SE
139
3. Risk factors and disputes
142
6. Subsequent events
162
4.Outlook for 2022 and
shareholders’ compensation
142
143
5. Corporate governance statement
5.1. Applicable Corporate
Governance Code
5.2. Exemptions from the 2020 Code
143
143
2021 annual report
127
05 management report
management report of the board of directors on the financial statements
Management Report of the Board
of Directors on the financial
statements
For the year ended 31 December 2021 presented to the General Meeting of 31 March 2022
In accordance with prevailing legislation and the Company’s Bylaws, we submit to you for
approval our report on the Company’s operations and the financial statements for the year
ended 31 December 2021, as well as the compensation report.
The definitions of the performance indicators are provided as an appendix to this report
when they differ from the commonly accepted definitions.
The non-financial information required under articles 3:6 and 3:32 of the Belgian Companies
and Charities Code (Code des sociétés et des associations – CSA) is reiterated in chapter 3,
“Corporate Social Responsibility”.
1. Group’s financial position
and highlights
In 2021, the Econocom Group generated
revenue of €2,505 million from continuing
operations, a slight decrease of 0.6% (of which
-1.0% organic) in a context of supply difficulties
encountered during the second half of the
year, which led to an increase of more than
€100 million in the backlog at the end of
December 2021.
TMF
revenue
reached
€921
million,
representing organic growth of 2.2%,
amplifying the return to growth observed at
the end of September during the last quarter.
This
good
performance
reflects
the
redevelopment efforts implemented over the
last two financial years and the benefit of the
strengthening of the sales teams and new
offers. The Group has also expanded its
customer base, enabling it to base its growth
on a greater number of transactions.
The
Products
&
Solutions
business
limited
amounted to €1,068 million,
a
decline of 2.5% on an organic basis. After
several years of strong organic growth, this
activity was impacted from the third quarter
by the tensions encountered on supplies.
However, the need for digital assets required
for the digital transformation of companies
and administrations in a context of growing
teleworking remains very strong with a
positive effect on the order book.
In 2021, discontinued operations generated
revenue of €62 million, down significantly
from the previous year due to disposals
during the year.
Profit from current operating activities(1) of
continuing
operations
amounted
to
€135.7 million, representing strong growth of
16.0%. This improvement in the Group’s
profitability to 5.4% was made possible
thanks to the refocusing of the Group’s
business lines on activities with higher
margins, the targeted development in its
strategic regions in Europe and the
sustainable reduction of certain overheads.
For its part, the Services activity posted
revenue of €516 million, down by 3.1%
organically, in particular due to the Group’s
desire to favour contracts with higher added
value. This strengthening of the selection
criteria for new business results in a significant
increase in the services margin in 2021.
(1) Before amortisation of intangible assets from acquisitions.
128
2021 annual report
management report 05
group’s financial position and highlights
Atos Finance Solutions: on 30 June 2021,
the Group created a company with the
Atos Group. The Econocom group holds
an 85% stake in this company.
1.1 Changes in scope
for the year
1.1.1. DISPOSALS
Following its transformation and refocusing
plan, Econocom carried out the following
disposals during the year:
1.2. Main investments
In addition of the equity interests acquired
as described above, the main investments
made by the Group in 2021 in order to
consolidate and transform its operations
were related to creating new offers,
developing IT tools, recruiting for key
positions and renewing teams.
Aragon
e-RH:
in
February
2021,
Econocom sold all of the shares in Aragon
eRH to Career Booster;
Econocom do Brasil: at the end of
September 2021, Econocom sold its
Services activities in Brazil mainly to its
local manager;
1.3. Financing operation
RENEGOTIATIONS OF CERTAIN
FUNDING
Alterway: at the end of September 2021,
Econocom sold its entire stake in the
Alterway sub-group to the Smile group.In
addition, the Group decided to shut down
the activity of its subsidiary Econocom
Austria, which was closed
During the financial year, the Group
extended and increased its credit lines,
enabling it to repay a large part of its
"Schuldschein" bond early in May.
1.1.2. CHANGES IN OWNERSHIP
INTEREST
TREASURY SHARE BUYBACKS
Infeeny: Econocom Group increased its
stake in the company via the acquisition of
shares from non-controlling shareholders,
bringing its stake to 100%.
Econocom also continued to buy back its
treasury shares in 2021. It acquired 27,823,984.
After taking into account the distribution of
shares to managers benefiting from capital
incentive plans, the Group held, as of
December 31, 2021, 37,303,151 shares, i.e. 16.78%
of the Company’s share capital.
1.1.3. ACQUISITION AND CREATION
OF COMPANIES
During the year, the Group carried out the
following transactions:
1.4. Research
Trams: in July 2021, Econocom acquired a
majority stake (60%) in the capital of the
English group Trams, a recognized player in
IT distribution in the United Kingdom. This
entity was merged with the Products &
Solutions activity;
and development
In 2021, R&D efforts were continued,
consistent with the areas developed in prior
years with the aim of providing intensive
support and assistance for any innovative
solutions produced by our customers.
Abeilles Financement and Caroline 89: in
connection with the financing of the two
tugs acquired by Les Abeilles in June 2021,
two entities ad hoc were created; the Group
consolidated them at that date considering
that it controls them;
R&D efforts focused particularly on the areas
of data visualisation (DATAVIZ), decision
support, developing integrated solutions in
the area of IoT, image recognition in real
time, 5G microservice billing and machine
learning, applied to process automation.
2021 annual report
129
05 management report
profit for the year
2. Profit for the year
2.1. Income statement
2020
restated(1)
in € millions
2021
Change
Revenue
2,504.7
1,067.5
516.3
2,520.7
1,072.6
553.7
(0.6)%
(0.5)%
(6.8)%
3.0%
Products & Solutions
Services
Technology Management & Financing
Profit (loss) from current operating
920.9
894.3
135.7
119.6
13.4%
activities(2
)
Profit/(loss) from current operating activities
Non-recurring operating income and expenses
Operating profit
133.5
(14.3)
119.2
(9.8)
117.5
(35.8)
81.7
13.6%
(60.1)%
45.8%
(25.8)%
59.7%
73.9%
Other financial income and expenses
Profit before tax
(13.2)
68.5
(18.2)
109.4
(31.7)
Income tax expense
Net profit/(loss) from continuing
operations
77.7
50.3
54.5%
Share of profit (loss) of associates and joint
ventures
(0.1)
0.1
n/a
Profit (loss) from discontinued operations
Net profit for the period
Non-controlling interests
(7.4)
70.1
4.7
(0.1)
50.2
3.4
n/a
39.6%
35.5%
Profit for the period attributable to
owners of the parent
65.5
46.8
39.9%
Recurring profit (loss) attributable to owners of
the parent(2)
80.5
68.7
17.2%
(1)
In accordance with IFRS 5, 2020 income and expenses of operations considered discontinued in 2021 are
reclassified to “Profit (loss) from discontinued operations” in the 2020 income statement. In addition, the 2020
consolidated income statement is impacted by the reclassification of factoring and reverse factoring costs, which
are now presented in profit (loss) from current operating activities.
To facilitate the monitoring and comparability of its operating and financial performances, Econocom group
presents two key indicators, “profit (loss) from current operating activities before amortisation of intangible assets
from acquisitions” and “profit (loss) from current operating activities attributable to owners of the parent”. Their
definition is given in the notes to the financial statements.
(2)
130
2021 annual report
management report 05
profit for the year
Reconciliation of reported profit with recurring profit
Amor-
Profit (loss)
from
tisation of
Other non-
recurring
items
2021
reported
intangible
assets
2021
2020
in € millions
discon-
recurring recurring(1)
tinued
operations
from
acquisitions
Revenue
2,504.7
-
-
-
2,504.7
2,520.7
Profit/(loss) from
current operating
activities
133.5
2.2
-
-
135.7
119.6
Other non-recurring
operating income and
expenses
(14.3)
-
14.3
-
-
-
Operating profit
119.2
2.2
14.3
-
135.7
119.6
Other financial income
and expenses
(9.8)
-
(3.1)
-
(12.9)
(14.2)
Profit before tax
109.4
2.2
11.2
-
122.8
105.5
Income tax expense
(31.7)
(0.6)
(5.2)
-
(37.5)
(33.4)
Share of profit (loss) of
associates and joint
ventures
(0.1)
-
-
-
-
-
(0.1)
-
0.1
-
Profit (loss) from
discontinued
operations
(7.4)
7.4
Net profit for the
period
70.1
4.7
1.7
-
5.9
0.0
7.4
-
85.1
4.7
72.1
3.5
Non-controlling
interests
Profit for the period
attributable to
owners of the parent
65.5
1.7
5.9
7.4
80.5
68.7
(1)
In accordance with IFRS 5, 2020 income and expenses of operations considered discontinued in 2021 are
reclassified to “Profit (loss) from discontinued operations” in the 2020 income statement. In addition, the 2020
consolidated income statement is impacted by the reclassification of factoring and reverse factoring costs, which
are now presented in profit (loss) from current operating activities.
Basic earnings per share attributable to owners of the parent
In €
2021
0.34
2020 restated(1)
0.22
Change
54.5%
Basic earnings per share
Basic earnings per share from continuing
operations
0.38
0.22
72.7%
Basic earnings per share from discontinued
operations
(0.04)
0.32
0.35
(0.00)
0.21
n/a
52.9%
68.8%
Diluted earnings per share
Diluted earnings per share from continuing
operations
0.21
Diluted earnings per share from
discontinued operations
(0.03)
0.42
(0.00)
0.32
n/a
Recurring earnings per share
33.3%
(1)
In accordance with IFRS 5, 2020 income and expenses of operations considered discontinued in 2021 are
reclassified to “Profit (loss) from discontinued operations” in the 2020 income statement.
2021 annual report
131
05 management report
profit for the year
Number of shares outstanding
2021
2020
Total number of shares at end of period
Average number of shares outstanding (1)
222,281,980
190,767,600
220,880,430
216,865,774
Number of shares outstanding at end of
period (1)
184,978,829
3.65
211,101,263
2.48
Econocom share price at 31 December (in €)
Market capitalisation at 31 December
(in € millions)
810
547
(1)
Excluding treasury shares.
Comments on the Group’s key figures
In 2021, the Econocom group generated
€81.7 million
in
2020.
Non-recurring
stable
€2,505 million. On
consolidated
revenue
like-for-like basis,
of
expenses amounted to €14.3 million,
compared with €35.8 million in 2020. These
a
organic revenue fell by 1.0%.
expenses
relate
in
particular
to
organisational adaptation measures and
include the capital gains realised on the
disposals of Digital Security in 2020 and
Alterway in 2021.
Profit (loss) from current operating
activities before amortisation of intangible
assets from acquisitions amounted to
€135.7 million compared to €119.6 million in
2020. On a like-for-like basis, profit from
The net financial expense was €9.8 million,
an improvement of €3.4 million compared
to the previous financial year due to a
decrease in the cost of net financial debt
and the capital gain on the disposal of
shares in a technology investment fund.
current
operating
activities
before
amortisation of intangible assets from
acquisitions
€18.8 million.
was
up
by
around
The Group’s profit from current operating
activities was €119.2 million, compared to
132
2021 annual report
management report 05
profit for the year
2.1.1. KEY FIGURES BY ACTIVITY
Revenue and profit (loss) from current operating activities
*
can be broken down by activity
as follows:
Change at
comparable
standards
2020
restated(1)
Like-for-like
change
in € millions
2021
Products & Solutions
Services
1,068
516
1,073
554
(0.5%)
(6.8%)
3.0%
(2.5%)
(3.1%)
2.2%
Technology Management & Financing
Total Revenue
921
894
2,505
2,521
(0.6%)
(1.0%)
(1)
In accordance with IFRS 5, 2020 income and expenses of operations considered discontinued in 2021 are
reclassified to “Profit (loss) from discontinued operations” in the 2020 income statement.
ROP(2)
(as a% of
2021
ROP(2)
(as a% of
2020
2020
restated(1)
Total
change
in € millions
2021
revenue)
revenue)
Products & Solutions
Services
53.5
42.5
46.6
35.2
14.7%
20.7%
5.0%
8.2%
4.3%
6.4%
Technology Management &
Financing
39.8
37.8
5.1%
4.3%
4.2%
Total profit (loss) from
current operating
activities(2)
135.7
119.6
13.4%
5.4%
4.7%
(1)
In accordance with IFRS 5, 2020 income and expenses of operations considered discontinued in 2021 are
reclassified to “Profit (loss) from discontinued operations” in the 2020 income statement. In addition, the 2020
consolidated income statement is impacted by the reclassification of factoring and reverse factoring costs, which
are now presented in profit (loss) from current operating activities.
(2)
Before amortisation of intangible assets from acquisitions.
The Products & Solutions activity reported
revenue of €1,068 million in 2021 compared
with €1,073 million in 2020. Net of changes
in a significant increase in the Services
margin in 2021. Profit (loss) from current
operating
activities*
thus
totalled
in
exchange
rates
and
scope
of
€42.5 million compared to €35.2 million
last year, an increase of more than 20%
despite the disposals.
consolidation, the organic decrease was
-2.5% and is attributable supply-chain
problems
which
affected
deliveries.
The profitability margin totalled 8.2% of
However, the need for digital assets is still
growing very strong. Profit (loss) from
operating
revenue (compared with 6.4%
earlier).
a
year
activities*
amounted
to
In the 2021 financial year, the Technology
Management Financing business
€53.5 million compared to €46.6 million
last year, an increase of 14.7%.
&
generated revenue of €921 million, up by
3.0%, including an organic increase of 2.2%,
confirming the recovery of the business
after the measures taken during the last
two years. Profit from current operating
activities of this activity was €39.8 million,
compared with €37.8 million in 2020.
In 2021, the Services activity reported
revenue of €516 million, an organic decline
of 3.1%, mainly in France and Benelux. The
Group’s desire to focus on higher
value-added contracts contributed to this
decline. However, the strengthening of the
selection criteria for new business resulted
*
Before amortisation of intangible assets from acquisitions.
2021 annual report
133
05 management report
profit for the year
2.1.2. KEY FIGURES BY REGION
Revenue breaks down as follows:
Change
2020
restated(1)
based on Like-for-like
in € millions
2021
like-for-like
standards
change
France
1,345
332
1,428
347
425
226
95
(5.8%)
(3.9%)
9.4%
(5.3%)
(4.3%)
11.0%
6.7%
Benelux
Southern Europe
Northern & Eastern Europe
Americas
465
269
18.9%
(1.0%)
(0.6%)
94
2.0%
Total revenue
2,505
2,521
(1.0%)
(1)
In accordance with IFRS 5, 2020 income and expenses of operations considered discontinued in 2021 are
reclassified to “Profit (loss) from discontinued operations” in the 2020 income statement.
The France region recorded an organic
decline of 5.3% on the back of the Services
and Products & Solutions activities despite
growth in the TMF activity.
Northern and Eastern Europe posted
organic growth in both TMF and Products
& Solutions, and benefited from the effects
of the acquisition of Trams in early July.
The decrease in revenue in the Benelux
was mainly due to the activities in Belgium
and Luxembourg in the Technology
Management & Financing and Services
activity partially offset by the growth in the
The Americas region recorded organic
growth, marked by strong growth in
Technology Management & Financing in
the United States, largely off-setting a
decline in Products & Solutions due in
particular to supply-chain difficulties.
Technology Management
activity in the Netherlands.
&
Financing
The strong increase in revenue in Southern
Europe, which was entirely organic, came
from all of the Group’s activities, in
particular from TMF in Spain and Products
& Solutions in Italy.
134
2021 annual report
management report 05
profit for the year
2.2. Balance sheet and financial structure
in € millions
31 December 2021
31 December 2020
499.5
Goodwill
494.9
Other non-current assets
Residual interest in leased assets
Other non-current assets
Trade and other receivables(1)
Other current assets
Cash and cash equivalents
Assets held for sale
160.1
167.9
170.7
175.2
61.3
62.3
796.4
894.1
180.4
137.0
405.9
649.3
69.0
74.3
Total assets
2,338.7
2,659.8
(1)
Of which self-funded outstanding rentals: €208.3 million at 31 December 2021 versus €185.9 million at
31 December 2020.
in € millions
31 December 2021
385.9
31 December 2020
406.1
Equity attributable to owners of the parent
Non-controlling interests
Total equity
58.4
66.9
444.3
252.0
472.9
388.6
Bonds(1)
Financial liabilities(1)
220.7
240.5
91.0
Provisions
68.4
Gross liability for purchases of leased assets
Other financial liabilities(2)
Trade and other payables
Other liabilities
98.1
103.7
56.7
61.9
882.0
285.8
992.1
279.5
Liabilities held for sale
Total equity and liabilities
30.7
29.5
2,338.7
2,659.8
(1)
Taking into account the cash and cash equivalents of €405.9 million as of 31 December 2021 (and €649.3 million
as of 31 December 2020) and bond loans and financial liabilities, the balance sheet shows net debt of
€66.8 million at 31 December 2021 (compared to a cash surplus of €20.2 million at 31 December 2020); these
financial liabilities include in particular €208.3 million at 31 December 2021 (and €185.9 million at 31 December
2020) corresponding to self-funded TMF contracts and the expected associated lease payments.
Acquisition-related liabilities
(2)
2021 annual report
135
05 management report
profit for the year
The balance sheet below expresses this more concisely:
by posting the positive cash and cash equivalents from bond loans and other financial
liabilities in liabilities to show net book debt directly on this side of the balance sheet;
by showing trade receivables on the asset side and net debt in liabilities for the share of
TMF self-funded contracts.
in € millions
31 December 2021
31 December 2020
ASSETS
Goodwill
494.9
221.4
170.7
796.4
499.5
230.2
175.2
894.1
Other non-current assets
Residual interest in leased assets
Trade and other receivables
of which outstanding on self-funded
contracts
208.3
185.9
Other current assets
Assets held for sale
Total assets
180.4
69.0
137.0
74.3
1,932.8
2,010.5
31 December 2021
31 December 2020
in € millions
LIABILITIES
Equity
444.3
66.8
472.9
(20.2)
Net financial debt
of which net debt linked to self-funded
contracts
208.3
185.9
of which net debt – other
Gross liability for purchases of leased assets
Other non-current liabilities
Suppliers
(141.5)
98.1
(206.1)
103.7
117.6
155.2
882.0
293.4
30.7
992.1
Other current liabilities
277.3
29.5
Liabilities held for sale
Total equity and liabilities
1,932.8
2,010.5
136
2021 annual report
management report 05
profit for the year
Goodwill
At 31 December 2021, goodwill amounted to
€494.9 million, down €4.6 million compared
with the previous year. This decrease is due
mainly to the reclassification of the goodwill
operations held for sale, recognition of
goodwill as a result of the acquisition of
Trams in the amount of €12.2 million as well
as the disposals carried out during the year.
repayment of issue premiums in the
amount of €22.5 million partially offset by
profit for the year of €70.1 million.
At 31 December 2021, Econocom group
held 37,303,151 treasury shares valued at
€136.0 million not recorded in its balance
sheet (at the share price on 31 December
2021, i.e. €3.645).
Equity
The breakdown of equity attributable to
owners of the parent and the share
attributable to non-controlling interests
fluctuated due to acquisitions: accordingly
the share attributable to non-controlling
Total equity stood at €444.3 million, down
by €28.6 million compared with end-2020.
This decrease is mainly due to the impact
of the share buybacks that took place
during the financial year for an amount of
approximately €83.0 million and the
interests
was
€58.4 million
versus
€66.9 million at 31 December 2020.
Net financial debt
The Group’s net book debt, as of 31 December 2021, amounted to €66.8 million compared to a
cash surplus of €20.2 million at the end of 2020. This net book debt breaks down as follows:
in € millions
2021
405.9
(71.9)
334.0
(182.5)
(56.4)
(13.0)
(149.0)
66.8
2020
649,3
(156.7)
492.7
(182.2)
(56.3)
(150.0)
(83.8)
-
Cash and cash equivalents
Bank debt and commercial paper
Net cash
Convertible bond debt (OCEANE)
Non-convertible bond loans (Euro PP)
Non-convertible bond debt (Schuldschein)
Other
Net book debt
Net cash surplus
-
20.2
This net book debt corresponds to the amount after financing of TMF self-funded contracts
in the amount of €208.3 million (vs. €185.9 million in 2020).
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05 management report
profit for the year
assets, the results of significant disposals of
non-current assets, restructuring expenses,
costs relating to workforce adjustment
measures, costs of relocating premises,
changes in the value of acquisition-related
liabilities (contingent consideration), as well
as costs related to the various external
growth transactions.
Appendix – Definition of key
performance indicators
Performance indicators not defined by
accounting standards but used by
Econocom group to assist the reader in
assessing the Group’s economic and
financial performance are as follows:
Profit (loss) from current operating
activities
EBITDA (Earnings before Interest, Tax,
Depreciation and Amortisation)
Profit (loss) from current operating
activities includes all income and expenses
directly related to the Group’s operations,
whether recurring or not. It excludes other
non-recurring income and expenses.
The Group also uses an intermediate
management balance known as “EBITDA”.
This financial indicator corresponds to
profit (loss) from current operating
activities adjusted for depreciation and
amortisation, additions to and reversals of
provisions for asset impairment and
provisions for contingencies and losses, and
net impairment losses on current and
non-current assets recognised in profit
(loss) from current operating activities.
Profit (loss) from continuing operations
before amortisation of intangible assets
from acquisitions
Profit (loss) from current operating
activities before amortisation of intangible
assets from acquisitions measures the level
of operating performance after the
amortisation of intangible assets acquired
Recurring net profit (loss) attributable to
owners of the parent
through
business
combinations.
At
Since the first half of 2016, recurring net
profit (loss) attributable to owners of the
parent has been the key performance
indicator used by Econocom to assess its
economic and financial performance.
Recurring net profit (loss) for the year
attributable to owners of the parent
corresponds to profit (loss) for the year
attributable to owners of the parent, before
the following items:
31 December 2021, the main acquisitions of
intangible assets made by the Group and
whose amortisation is not taken into
account for the determination of this
aggregate are primarily the ECS customer
portfolio.
Econocom uses profit (loss) from current
operating activities before amortisation of
intangible assets from acquisitions as the
main indicator to monitor the operational
performance of its activities.
amortisation of intangible assets from
acquisitions (in the year ended
31 December 2021, mainly amortisation of
the ECS customer portfolio), net of tax
effects;
Other non-recurring operating income
and expenses
“Other non-recurring operating income
and expenses” include items that, by their
frequency, amount or nature, are liable to
undermine the pertinence of the Group’s
operating performance as a performance
indicator. “Other non-recurring operating
income and expenses” include impairment
losses on goodwill and other intangible
other non-recurring operating income
and expenses, net of tax effects;
non-recurring financial income and
expense, net of tax effects;
profit (loss) from discontinued operations,
net of tax effects.
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2021 annual report
management report 05
profit for the year
Net and gross debt
Recurring
finance
income
totalled
€180.5 million, compared with €22.1 million
in 2020. It consists mainly of dividends
received from subsidiaries in the amount of
€186.0 million in 2021 (compared to
€25.0 million in 2020), income net of
interest and guarantee commissions
invoiced to the subsidiaries in the amount
of €3.2 million (compared with €7.8 million
in 2020), and the cost of external debt in
the amount of €8.8 million (compared with
€10.3 million in 2020).
The definition of net debt used by the
Group (see note 14.3 to the consolidated
financial statements) is gross debt
(presented below) less gross cash and cash
equivalents. It does not include the Group’s
gross liability for purchases of leased assets
or its residual interest in leased assets.
Gross debt includes all interest-bearing
debt and debt incurred by receiving
financial instruments.
Non-recurring finance income for the
period totalled €98.4 million (compared to
€1.2 million in 2020). It mainly includes the
capital gains on the disposal of and
contributions from companies and the gain
resulting from the partial buybacks of
convertible bonds during the year as well
as a decrease in the value of equity
investments.
2.3. 2021 separate
financial statements
of Econocom group SE
Econocom group SE, as the Group’s
holding company, manages a portfolio of
securities, receives dividends from its
subsidiaries and oversees the Group’s
development.
Income tax expense came to €0.5 million.
It also provides services to the Group’s
subsidiaries in the areas of management,
IT, cash, guarantees, provision of staff,
consulting, communication and marketing.
These services are billed according to
normal market terms.
Net
profit
totalled
€278.8 million,
compared with €13.3 million in the previous
year.
2.3.2. BALANCE SHEET
OF ECONOCOM GROUP SE
The revenue stated hereafter refers to
Econocom group SE’s separate financial
statements, prepared in accordance with
Belgian legislation.
Econocom group SE’s equity stood at
€535.2 million,
compared
with
€276.9 million in 2020. This change is
attributable to the profit for the year
(€278.8 million), the impact of the capital
increases carried out as part of the exercise
of stock options less the repayment of issue
premiums in the amount of €24.4 million.
2.3.1. INCOME STATEMENT
OF ECONOCOM GROUP SE
The cost of services rendered to the Group’s
subsidiaries during the year totalled
€14.9 million, compared with €15.9 million
in the previous year.
Receivables and equity investments in
related parties decreased by €144.4 million
to €897.2 million, due to the repayment of
financial receivables to subsidiaries more
than off-setting the amount of investments
net of disposals during the year (see below).
Operating loss for the year amounted to
-€0.6 million, compared with -€9.6 million
in 2020. This year it included
a
non-recurring
€3.1 million.
operating
expense
of
2021 annual report
139
05 management report
profit for the year
Non-Group financial liabilities, totalling
€273.7 million, down by €234.7 million over
the year, corresponds to the amount of the
OCEANE bonds issued in May 2018 in the
amount of €182.8 million maturing in
March 2023, €56.4 million to the EURO PP
(issued in May 2015), €13.0 million to the
failure to meet performance conditions, as
well as the exercises carried out, there are
still 324,000 stock options for 2014
corresponding to options exercised at the
end of December 2021 and which will give
rise in January 2022 to the issue of 648,000
new shares, each option entitling holders to
two Econocom group shares following the
two-for-one split that took place in
June 2017.
Schuldschein
bond
(issued
in
November 2016 of which €137.1 million were
repaid during the year), and €21.5 million in
commercial
maturities of between one and three
months).
paper
(with
short-term
In June 2017, the Board of Directors also
approved a stock option plan (“2017 Stock
Option Plan”) and decided to issue, with
cancellation of shareholders’ pre-emptive
2.3.3. SHARE CAPITAL
subscription
rights,
2,000,000 stock
At 31 December 2021, Econocom group’s
share capital totalled €23,662,014.74,
divided into 222,281,980 shares with no
nominal value.
subscription rights entitling the holders to
subscribe, under certain conditions, to a
new
Econocom
group
share.
had
The
Compensation
Committee
until
31 December 2019 to determine the
beneficiaries of this plan. At 31 December
2020, taking into account the options
forfeited by beneficiaries, the number of
2017 stock options allocated amounted to
90,000 corresponding to a maximum issue
of 90,000 new shares.
Changes in share capital since 2012 have
consisted of (i) share capital increases in
connection with the exercise of stock
options by the Group’s managers and
(ii) share capital increases either as part of
external growth transactions to fund a
portion of the acquisition price or as a
result of the conversion of bonds.
On 1 March 2018, Econocom launched the
issuance of convertible bonds (OCEANE)
with a par value of €200 million, maturing
in 2023. The holders of Bonds will have a
right to the award of Shares that they may
exercise at any time from the Issue Date
(i.e. 6 March 2018) and until the 8th business
day (inclusive) preceding the normal or
early redemption date on the basis of a
conversion or exchange ratio of one
Econocom Share per Bond and subject to
any subsequent adjustments. In the event
of request of conversion of Bonds, the Bond
holders will receive, at Econocom’s
discretion, new and/or existing Shares of
Econocom. Following the bond buybacks
in 2021, there are currently 22,439,865
bonds outstanding. If all the bonds were
converted (if the conversion price of €8.26
was reached) into new shares, according to
the current conversion ratio of 1 share for 1
bond, 22,439,865 new shares would be
issued.
The only items that could have an influence
on Econocom group’s share capital
corresponding to the 2014 and 2017 stock
option plans and the OCEANE convertible
bond issued on 1 March 2018.
In December 2014, the Board of Directors
approved a stock option plan (“2014 Stock
Option Plan”) and decided to issue, with
cancellation of shareholders’ pre-emptive
subscription
rights,
2,500,000 stock
subscription rights entitling the holders to
subscribe, under certain conditions, to a
new
Econocom
group
share.
The
Compensation Committee had two years
to determine the beneficiaries of the 2014
Stock
Option
Plan.
A
total
of
2,480,000 stock options were granted to
approximately 20 of the Group’s managers
under the 2014 Stock Option Plan. At
31 December 2021, taking into account the
options lapsed due to departures and
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2021 annual report
management report 05
profit for the year
Finally, the Extraordinary General Meeting of
19 May 2020 renewed, for a five-year period,
the authorisation given to the Board of
Directors, in accordance with articles 7:198
and 7:199 of the Belgian Companies Code to
carry out one or more capital increases of
In 2021, the following treasury share
movements took place:
Econocom group acquired 9,959,016
Econocom group shares, for an acquisition
price of €30.7 million;
Econocom group transferred 300,000
treasury shares to a Free Share Plan
beneficiary.
up to
a
maximum total amount of
€23,512,749.67 (excluding issue premiums).
At 31 December 2021, authorised unissued
capital (excluding issue premiums) stood at
€23,512,749.67.
As at 31 December 2021, Econocom group
held 19,438,183 treasury shares acquired
under its share buyback program. The
treasury shares represent 8.74% of the total
number of shares issued.
The Company’s ownership structure is
described
in
section
5,
“Corporate
governance statement”.
The voting rights associated with the shares
held by the Company have been suspended.
The shares held by the Company do not give
entitlement to dividends.
Treasury shares
Econocom group has a share buyback
programme, which allows it to:
deliver shares to avoid potential dilution
of shareholders’ interests due to the
exercise of options;
Econocom group’s distributable reserves
(statutory data) stood at €2.5 million, in
addition to retained earnings in the
amount of €279.2 million.
award to free share plan beneficiaries;
pay for any external growth transactions;
cancel shares acquired.
Econocom
group’s
non-distributable
reserves stood at €55.4 million in addition
to restricted issue premiums in the amount
of €171.9 million.
On 30 November 2021, the Extraordinary
General Meeting amended article 12 of the
Bylaws relating to the acquisition and
disposal of treasury shares, so as to remove
the references to the 20% limit of share
capital provided for in article 7:215 of the
Belgian Companies Code.
2.3.4. BUSINESS OVERVIEW
2.3.4.1. Acquisitions, disposals,
equity investments and formations
of subsidiaries
In 2021, Econocom Group acquired the
English company Trams Ltd, sold Alterway
and Econocom do Brasil and exercised its
options to strengthen its stake in Infeeny.
On 30 November 2021, pursuant to this
amendment, the Extraordinary General
Meeting authorised the Board of Directors,
for a five-year period, to acquire a maximum
of 88,000,000 treasury shares of the
Company. The minimum purchase price
was set at €1 per share and the maximum
price at €10 per share.
Moreover, as part of the management of its
subsidiaries and the Group organisation
chart:
Econocom Group received all the shares
held by Econocom SAS in Econocom
Servicios in the form of dividends in kind;
2021 annual report
141
05 management report
risk factors and disputes
Econocom Group sold its subsidiary
Econocom Digital Finance Ltd to
Econocom Finance in order to create a
Group financing and refinancing division
in its organisational structure;
2.3.4.2. Other legal restructuring
As it is the case each year, Econocom group
implemented measures to streamline and
simplify its legal organisation.
Measures performed in 2021 were aimed at
combining companies with similar activities
in the same country. These transactions
consisted of mergers of companies in
France, Spain, Italy and Belgium as well as
disposals of goodwill in France or Belgium.
Econocom Group contributed all of its
shares in Spanish subsidiaries to a newly
created holding company, Grupo Econocom
Espana, which becomes the parent
company of the Group’s Spanish activities;
Econocom Group also contributed its
shares in Infeeny to its subsidiary
Econocom SAS.
Moreover, in order to streamline and simplify
its organisation chart, the Group closed
down or liquidated certain subsidiaries
without activity in France.
As a result of the reorganisations carried
out in 2021, the number of legal entities
within the Group was reduced thereby
streamlining the Company organisation.
3. Risk factors and disputes
Risk factors did not change significantly in 2021. They are described in note 19.
4. Outlook for 2022 and
shareholders’ compensation
As a result of the Group’s strong financial
position, the Board of Directors will
recommend to the General Meeting to
growth momentum. In a buoyant market,
Econocom will also be able to rely on
strengthened sales teams to ensure its
proceed with
a
refund of the issue
expansion.
Subject
to
the
gradual
premium, considered as paid-in capital, in
the amount of €0.14 per share.
improvement in supply chain difficulties,
Econocom anticipates revenue growth in
the range of 4 to 5% and a continued
improvement in its current operating
profitability.
This refund represents an increase of
around 16.7% compared to recent years.
Moreover, the Group plans to continue
share buybacks.
The Group has
a pipeline of external
growth opportunities that should enable it
to complete one or more acquisitions in the
coming quarters thanks to its low level of
debt.
In 2022, the Group will rely on its new offers
(Product Care, Recycling, Apps services,
etc.) and on a full order book to boost its
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2021 annual report
management report 05
corporate governance statement
5. Corporate governance
statement
the long term. The principles with which
Econocom group does not comply, in
whole or in part, are described below.
5.1. Applicable Corporate
Governance Code
The
adherence to the principles of the Belgian
Corporate Governance Code, which
entered into force on 1 January 2020 (“2020
Code”). This Code is available at:
Econocom
group
confirms
its
The Group currently only partially applies
the recommendations of Principle 3 of the
2020 Code.
Econocom International BV, represented by
Jean-Louis Bouchard, combines the roles of
Chairman of the Board of Directors, Chief
Executive Officer and Chair of the Executive
Committee. The Group thus does not respect
the segregation principle between the
supervisory power of the Board of Directors
and the executive power. On 31 December
2021, Econocom International BV directly and
indirectly held 40.10% of the share capital of
Econocom group. Such a system meets the
Econocom publishes the various Internal
Rules (in French only) that comprise its
Corporate Governance Charter on its
website:
section About us/ Governance/
Board
of
Directors
and
Executive
Committee.
characteristics
shareholdings and is aimed at ensuring
management stability as Econocom
implements its long-term strategy.
of
Econocom
group’s
The Board of Directors adheres to the 2020
Code. The transformation of Econocom group
into a European company (societas europaea)
on 18 December 2015 prompted the Board of
Directors to change the Internal Rules of the
Board of Directors and the Executive
Committee on 19 May 2016. The Executive
Committee’s Internal Rules again changed on
7 September 2016, and the Committee was
renamed the Executive Committee at that
time. In connection with the change in its
corporate governance, the Econocom group
on 23 January 2020 was required to amend
the Internal Rules of its Audit Committee and
its Compensation Committee. The latter was
renamed “Compensation and Appointments
Committee” on that occasion.
Furthermore, the Board of Directors has not
yet formally appointed a Secretary in charge
of advising it on governance matters.
However, this role is partly performed by
Nathalie Etzenbach-Huguenin, Company
Secretary of the Group since October 2021.
Econocom group only applies part of the
recommendations in Principle 5 of the 2020
Code, which state that “the Company must
use a transparent procedure for appointing
Board members”, because it deems that
the recommendation of the 2020 Code is
ill-suited to Econocom group’s size.
However, on 23 January 2020, the Board of
Directors changed the Compensation
5.2. Exemptions
from the 2020 Code
Committee into
a
Compensation and
Appointments Committee, in charge of
suggesting appointments and formulate
recommendations to the Board of Directors
on appointments and reappointments of
corporate officers and certain executive
managers.
Econocom
group
applies
the
recommendations of the 2020 Code,
except for those which the Board has
deemed ill-suited to Econocom group’s
size, or that it intends to implement over
2021 annual report
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05 management report
corporate governance statement
Econocom group only partially complies
with the new recommendations of
Principle 7 on the compensation of Board
members and executive managers. The
This financial information is, at every
reporting date, presented to the Group’s
Audit Committee, and explained to all the
Directors.
executive
compensation
policy
was
5.3.1. FINANCIAL ORGANISATION
approved by the Ordinary General Meeting
of 18 May 2021.
The Group’s financial organisation is both
local and global. The Group is organised by
business and country. Financial processes
are implemented by finance teams, Finance
Directors and Financial Controllers, all of
whom report to the Group Chief Financial
Officer. Business and country Financial
Controllers ensure that the reporting rules
and practices are applied consistently across
the activities, irrespective of the country.
The Chairman of the Board of Directors does
not systematically attend General Meetings,
contrary to the recommendations of
Principle 8 of the 2020 Code, but he ensures
that the Board of Directors is always
represented by one Director.
As an exception and due to the health
crisis, the Company did not encourage
shareholders to attend General Meetings in
person, in accordance with Principle 8.3 of
the 2020 Code. Nevertheless, it provided
them with the technology and means of
communication necessary for this purpose.
5.3.2. COORDINATION OF
REPORTING AND CONSOLIDATION
The accounts are consolidated by
dedicated team on a quarterly basis. The
consolidated companies send their
detailed financial statements via the
consolidation tool for inclusion in the
consolidated financial statements.
a
Econocom group has not formalised the
procedures for assessing the performance
of its governance, thereby departing from
Principle 9 of the 2020 Code, insofar as the
assessment of the performance of its
executive management and Board of
Directors is part of an ongoing process that
does not require any specific formalities.
Each entity (i.e., company or business unit)
draws up a budget. Profit forecasts are
adjusted several times during the year and
are monitored on a monthly basis based on
the activity reports provided to Group
Management. These reports are drawn up
jointly by the Head of Operations and the
Financial Controller of the entity.
5.3. Description of
internal control and risk
management procedures
in the context of the
preparation of the financial
information
The Group Financial Controlling draws up
schedules and specific instructions for the
various budgets, reports and the items
needed for the purpose of consolidation.
The financial information communicated
by the Group refers to its consolidated
5.3.3. ACCOUNTING STANDARDS
AND MONITORING
financial
management accounting aspects of the
financial statements published in
statements
and
to
the
The Group’s accounting principles are set
out in an accounting principles manual
which is used as the basis for preparing
financial information. This manual describes
the method for recording transactions and
presenting financial information.
compliance with IFRS as adopted by the
European Union and approved by the
Board of Directors.
144 2021 annual report
management report 05
corporate governance statement
The team in charge of consolidation is also
responsible for keeping abreast of changes
to IFRSs.
risks, in order to avoid and prevent fraud. Any
findings are systematically reported to the
Audit Committee.
5.3.4. IT SYSTEMS
5.3.5.1. Risks associated
with accounting systems
The
Information
Systems
Department
oversees the various information systems used
by the Group. It ensures the gradual
harmonisation of the solutions implemented
and the continuity of operations. In the
Risks associated with accounting systems
are assessed on a regular basis with a view
to implementing improvement plans.
The accounting systems used within the
Group have now been harmonised, and are
shared by all business lines and subsidiaries
except the Satellite companies in which the
Group has acquired stakes, some of which
still use software other than that used
elsewhere in the Group, more adapted to
their size.
preparation
of
financial
information,
information flows from IT tools specific to the
various activities are centralised in a single
accounting management and reporting
solution.
5.3.5. RISK FACTORS,
SURVEILLANCE AND MONITORING
The various business line IT systems are
interfaced with the accounting system in
order to ensure that information on
transactions is traceable, comprehensive
and reliable.
The monthly reports enable the various
operational and financial managers and Group
Management to verify that the Group’s results
are accurate and consistent with the targets
set. At the end of each month, they contain a
comparison between the management data
and the Group’s consolidated financial
statements in order to ensure that the
financial information is reliable.
The consolidation system is a standard tool.
5.3.5.2. Risks associated
with accounting standards
The
Consolidation
Department,
in
The Group’s Internal Audit Department
conjunction with the Group Financial
Controlling Department and the activity
and country Financial Controllers, monitors
changes in IFRSs and adapts the Group’s
accounting principles accordingly. It also
organises training for finance staff
whenever necessary.
(outsourced)
completes
the
risk
organisation, and is in charge inter alia of
drawing up a risk map. It also reviews the
subsidiaries’ financial statements in order
to ensure that they comply with Group
rules, and verifies that the reports are
accurate and that risks are adequately
covered. The Group’s Internal Audit
Department reports directly to the
Chairman and the Audit Committee.
5.3.5.3. Main transaction control
procedures
In order to ensure the reliability of the
financial information on transactions, the
Group’s Finance Department team verifies
each month that the revenue and costs
reported are in line with the flows expected
at the time the transactions were
approved.
When identifying risks that may impact the
achievement of financial reporting objectives,
Group Management takes into account the
possibility of misrepresentations and fraud,
and undertakes the required actions to
strengthen internal control, if necessary. The
Internal Audit conducts specific audits, on the
basis of the assessment of potential fraud
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corporate governance statement
The Group Financial Controlling Department
draws up regular statistical analyses to
ensure that the assumptions made when
the lease contracts were recorded are
prudent and appropriate.
5.3.6. PERSONS RESPONSIBLE
FOR THE PREPARATION OF
FINANCIAL INFORMATION
The financial information is prepared under
the supervision and responsibility of the
Board of Directors, which, since 2004, has
had an Audit Committee, the role of which
is set out in section 5.5.3 below.
The subsidiaries’ Financial Controlling
teams also carry out monthly verifications
for each business line.
5.4. Ownership structure and limits on shareholder
rights
At 31 December 2021, Econocom group’s share capital consisted of 222,281,980 shares, held
as indicated below:
2021
40.10%
43.12%
8.74%
8.04%
100%
2020
40.36%
55.21%
4.43%
0%
Companies controlled by Jean-Louis Bouchard
Public
Treasury shares
Held by the Company’s subsidiaries
Total
100%
Econocom Group is informed that, apart
Company may suspend the exercise of the
related rights until a person is designated
as the owner of the security. Treasury
shares (8.74%), shares held by the
Company's subsidiaries (8.04%) and shares
held by the Belgian Caisse des Dépôts et
Consignations (0.485%) belonging to
bearer shareholders who did not come
forward when the Belgian Stock Market
converted to electronic shares also have no
voting rights. There are no other particular
legal or statutory restrictions with respect
to voting rights.
from
the
companies
controlled
by
Jean-Louis Bouchard, BIS Bedrijfs Informatie
Systemen BV (a Company subsidiary)
exceeded the shareholding threshold of 5%.
There are no shareholders with special
controlling rights.
The Extraordinary General Meeting of
19 May 2020 decided to implement
a
double voting right for registered shares
held for more than two years. Accordingly,
each Econocom group share gives its
holder the right to cast a vote or, where
applicable two votes at General Meetings.
Similarly, with the exception of the
provisions limiting purchases and sales by
Econocom group of its treasury shares, the
Company’s Bylaws do not impose any
restrictions on the transfer of its shares.
Article 10 of the Company’s Bylaws
stipulates that the shares are indivisible. If
there are several owners of a security, the
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2021 annual report
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corporate governance statement
Véronique di Benedetto
5.5. Composition
and functioning
(term of office expires at the 2025 Ordinary
General Meeting)
of the administrative
bodies and Committees
5.5.1. COMPOSITION
OF THE BOARD OF DIRECTORS
86 Rue Miromesnil, 75008 Paris (France)
Non-executive Director of Econocom group
Jean-Philippe Roesch
At 31 December 2021, the Board of Directors
had nine members:
(term of office expires at the 2024 Ordinary
General Meeting)
Econocom International BV
represented by Jean-Louis
Bouchard
21 Avenue de la Criolla, 92150 Suresnes
(France)
Non-executive Director of Econocom group
(term of office expires at the 2024 Ordinary
General Meeting)
Adeline Challon-Kemoun
Rond Point het Fort 36-40, 2429 MK
Nieuwegein (Netherlands)
(term of office expires at the 2024 Ordinary
General Meeting)
Chairman of the Board of Directors and
Chief Executive Officer of Econocom group
32 Avenue Duquesne, 75007 Paris (France)
Independent Director of Econocom group
Robert Bouchard
Marie-Christine Levet
(term of office expires at the 2025 Ordinary
General Meeting)
(term of office expires at the 2024 Ordinary
General Meeting)
11 Boulevard Flandrin, 75116 Paris (France)
91 Rue du Cherche-Midi, 75006 Paris
(France)
Vice-Chairman of the Board of Directors of
Econocom group and non-executive
Director of Econocom group
Independent Director of Econocom group
Bruno Grossi
Eric Boustouller
(term of office expires at the 2023 Ordinary
General Meeting)
(term of office expires at the 2025 Ordinary
General Meeting)
13 Rue Molitor, 75016 Paris (France)
14 Rue du Conseiller Collignon, 75116 Paris
Independent Director of Econocom group
Non-executive Director of Econocom group
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At 31 December 2021, the Board of Directors
accordingly comprised:
Pursuant to a decision of the Extraordinary
and Special General Meeting on
18 December 2015, the term of office for
Directors has been reduced from six to four
years in order to comply with the
an
Executive
Chairman,
Econocom
by
International BV
(represented
Jean-Louis Bouchard) appointed on 19 May
2020 to replace Jean-Louis Bouchard. He is
tasked with managing the Board of
Directors and ensuring its efficient
running, by monitoring its size and
members and those of its Committees,
and ensuring good communication with
the Executive Committee to guarantee
effective decision-making;
recommendations
of
the
Corporate
Governance Code. Other than their office
on the Board of Directors of Econocom
group, certain Directors have other offices,
as set out below.
Econocom International BV, which held
60.64% of the voting rights of Econocom
group at 31 december 2021, is controlled
and represented by Jean-Louis Bouchard.
a Vice-Chairman, Robert Bouchard. The
Board appoints one or more Vice-Chairs
from its members. In the event that the
Chairman is unable to attend, the
Vice-Chairman chairs the Board meetings;
He also has controlling interests in
a
number of companies outside Econocom
group and serves as Manager or Chairman
within them. Jean-Louis Bouchard is
Chairman of Domaine Fontainebleau en
Provence, and Manager of SCI Orphée, SCI
de Dion Bouton, SARL Écurie Jean Louis
Bouchard, SCI JMB, SCI LBB, SNC
Fontainebleau International and SCI 1
Montmorency.
a Chief Executive Director in charge of
day-to-day management of Econocom
group,
Econocom
International BV
(appointed on 19 May 2020);
four non-executive Directors, Véronique
di Benedetto,
Jean-Philippe Roesch and Bruno Grossi.
Véronique di Benedetto exercised
Robert
Bouchard,
In addition to serving on the Board of
Econocom group and its subsidiaries,
Bruno Grossi is Manager of Vilnaranda II
and Redwood Advisors, Chairman of Vision
d’Entreprise and Director of Araxxe.
operational functions within Econocom
group companies at 31 December 2021.
However, she is not considered to be an
executive Director, as this status is reserved
for Directors holding executive positions at
Econocom group itself, in accordance with a
decision of the Board of Directors dated
24 November 2016;
Robert Bouchard is the permanent
representative of GMPC, the legal entity that
chairs APL France. He also serves as
Chairman of Ecofinance SAS, Manager of
GMPC and Co-Manager of SCI Maillot
Pergolèse.
three Independent Directors within the
meaning of article 7:87 §1 and §2 of the
In addition to her corporate officer roles at
Econocom group and its subsidiaries,
Véronique di Benedetto is Chairwoman
of SAS Numeya. She is also an Independent
Director of Hexaôm, and serves on the
Boards of two associations, i.e. “Numeum”
and “100 000 entrepreneurs”.
Belgian
Companies
Code,
Adeline
Challon-Kemoun, Marie-Christine Levet
and Eric Boustouller.
The Bylaws do not contain any special rules
for appointing Directors or for renewing
their term of office. Nor do they impose any
age limit on the Board.
Jean-Philippe Roesch is Manager of La Criolla
and Chairman of Orionisa Consulting.
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Marie-Christine Levet is
Maisons du Monde, SoLocal and AFP.
a
Director of
Eric Boustouller has been an Independent
Director of Graitec since April 2021.
5.5.2. FUNCTIONING OF THE BOARD OF DIRECTORS
The Board of Directors meets as often as it
deems necessary. In 2021, it met six times. It
also made a unanimous written decision.
The table below sets out the attendance of
each Director at meetings of the Board and
the various Committees in 2021:
Compensation
Audit
Board
of Directors
and Appointments
Committee
Committee
Econocom
International BV
6
-
-
Robert Bouchard
6
3
-
4
-
Bruno Grossi
6
Véronique di Benedetto
5
-
-
Gaspard Dürrleman
3
2
6
1
-
Jean-Philippe Roesch
6
-
Walter Butler
-
-
Adeline
Challon-Kemoun
6
-
3
Marie-Christine Levet
6
6
-
4
-
Eric Boustouller
2
Total number
of meetings
6
6
4
The Board of Directors is responsible for
approving the Company’s overall strategy
proposed by the Chairman, authorising
significant projects and ensuring that there
are adequate resources to attain its objectives.
It is entrusted with decision-making outside
the scope of day-to-day management.
the Chief Executive Officers or, if applicable,
the managing Directors.
The Board appoints the members of the
Executive Committee, the Audit Committee
and the Compensation and Appointments
Committee as well as the Chief Executive
Officer(s), and generally ensures that a clear
and effective management structure is
implemented.
The Board of Directors entrusts the
Company’s operational management to
the Executive Committee, within the limits
of the powers stipulated in the Internal
Rules of the Executive Committee. It also
entrusts the day-to-day management to
It also oversees the quality of the
management duties performed and ensures
that they are consistent with the Group’s
strategic objectives.
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The Board may only validly debate and take
decisions if at least half of its members are
present or represented. Decisions are
adopted on the basis of a majority of votes.
In the event of a split decision, the person
chairing the meeting has the deciding vote.
Decisions of the Board of Directors may
also be adopted pursuant to the
unanimous consent of the Directors,
expressed in writing. However, this
procedure may not apply in relation to the
approval of separate financial statements
and the issuance of authorised capital.
following
International BV,
Jean-Louis Bouchard, Éric Bazile, Angel
Benguigui, Philippe Goullioud, Laurent
Roudil, Chantal de Vrieze and Samira
Draoua.
members:
Econocom
by
represented
The Executive Committee meets at least
ten times a year.
5.5.3.2. Compensation
and Appointments Committee
On 31 August 2011, the Board of Directors
set up a Compensation Committee.
5.5.3. COMMITTEES CREATED
BY THE BOARD OF DIRECTORS
On 23 January 2020, the Board of Directors
extended the Compensation Committee’s
responsibilities to Appointments, thereby
limiting its scope of action to corporate
officers and executives authorised in fact or
in law to use the Group’s signature.
Members of the Executive Committee who
are not involved in the Group’s Senior
Management do not fall within the scope of
the Committee’s activities.
Pursuant to the Bylaws, the Board of
Directors is authorised to set up specific
Committees and to determine their tasks
and operating rules.
5.5.3.1. Executive Committee
The Board of Directors has set up an
Executive Committee, whose creation was
ratified by shareholders at the Extraordinary
General Meeting of 18 May 2004.
The Compensation and Appointments
Committee mainly advises and assists the
Board of Directors. The Committee also
performs the duties that may be assigned
to it by the Board of Directors in regarding
compensation and appointments. It carries
out its duties under the supervision of the
Board. In this context, it ensures free and
open communication with the Chairman of
the Board and Executive Management.
Following the transformation of Econocom
group into a European company, the Board
of Directors revised the Internal Rules of
the Executive Committee on 19 May 2016
and 7 September 2016.
The
Board
entrusted
the
Executive
Committee with Econocom’s operational
management, in accordance with article 15:18
of the Belgian Companies Code and article 21
of the Bylaws.
A compensation policy for the Company’s
executives has been determined by the
Board of Directors, on the recommendation
of the Compensation and Appointments
Committee. This was approved by the
General Meeting of 18 May 2021.
The role of the Executive Committee is to
recommend strategic guidelines to be set by
the Board of Directors, approve the budgets
to be established (in accordance with the
strategic guidelines defined by the Board of
Directors), manage the Group’s operational
entities (within the scope of the powers of
their governing bodies) and monitor their
financial and operating performance.
The Committee has three members
appointed by the Board of Directors for
three-year terms that cannot exceed their
term as Directors. As of 31 December 2021, it
was composed of the following members:
Marie-Christine
Levet,
Adeline
Samira Draoua was appointed member of
the Executive Committee by the Board of
Directors on 22 September 2021. As of
31 December 2021, was composed of the
Challon-Kemoun and Robert Bouchard and
was chaired by Marie-Christine Levet.
The Committee met four times in 2021.
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an Independent Director (Marie-Christine
Levet). It was chaired by Robert Bouchard.
5.5.3.3. Audit Committee
The Audit Committee was created by the
Board of Directors on 18 May 2004.
5.5.4. DAY-TO-DAY MANAGEMENT
The term of office is three years, provided
that it does not exceed the holder’s term of
office as Director.
The Board of Directors has entrusted the
day-to-day management to
a
Chief
Executive Officer and two managing
Directors in accordance with articles 15:18
and 7:121 of the Belgian Companies Code
and article 21 of the Bylaws.
The Audit Committee meets as often as
required. It met six times in 2021. The
members of the Audit Committee invite
the Statutory Auditor and any other person
deemed useful by the Committee as
required by the agenda.
As of 31 December 2021, the day-to-day
management was entrusted to:
the Director Econocom International BV,
represented by Jean-Louis Bouchard;
The Audit Committee is responsible for
helping the Board of Directors perform its
duty of controlling Econocom group’s
operations. In particular, it examines the
quality and relevance of internal and
external audit engagements, monitors
internal control and risk management
procedures, ensures that the accounting
policies used are appropriate, and that the
Group’s financial data are complete and
accurate.
the managing Director Laurent Roudil;
the managing Director Angel Benguigui
Diaz.
These persons may also, each individually,
represent the Company in accordance with
article 22 of the Bylaws.
All
major
decisions
regarding
the
subsidiaries are made by the relevant body,
with the assent of the Chief Executive
Officer and/or managing Director in charge
of the issue or activity in question. The
subsidiaries generally do not have any
major decision-making powers other than
those concerning day-to-day management.
Article 3:6 of the Belgian Companies Code
stipulates that companies must be able to
demonstrate the independence and audit
and accounting expertise of at least one of
the members of the Audit Committee.
Econocom complies with this requirement.
The
powers
of
Group
subsidiaries’
As of 31 December 2021, it was composed of
executives and the limits to these powers
are set out in an internal reference
document.
two
non-executive
Directors
(Robert
Bouchard and Jean-Philippe Roesch) and
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the conditions set out in article 7:86 of the
Belgian Companies Code. At 31 December
2021, the Board had three women
members: Véronique di Benedetto, Adeline
5.5.5. IMPLEMENTATION
OF PROVISIONS GOVERNING
CONFLICTS OF INTEREST
Article 7:96 of the Belgian Companies Code
provides for a specific procedure within the
Board of Directors to address conflicts of
interest involving one or more Directors
when it makes decisions or concludes
transactions.
Challon-Kemoun,
and
Marie-Christine
Levet. Women also sit on each of the
various Committees created by the Board
of Directors, namely the Executive
Committee (Chantal De Vrieze and Samira
Draoua),
(Marie-Christine
the
Audit
Levet)
Committee
and the
This procedure was not implemented
during the 2021 financial year.
Compensation Committee (Marie-Christine
Levet and Adeline Challon-Kemoun).
On 22 November 2012, the Board of
Directors also adopted
a
procedure
governing transactions or other contractual
relationships between Econocom group
and the Directors and members of the
5.6. Composition
of advisory bodies
The Statutory Auditor of Econocom group
is EY Réviseurs d’Entreprises SRL, a limited
liability company, with its registered office
at De Kleetlaan 2, 1831 Machelen, Belgium.
It was appointed by the General Meeting of
18 May 2021, for a period of three years
expiring automatically at the end of the
Ordinary General Meeting to be held in
2024.
Executive
transactions
Committee
or other
when
such
contractual
relationships are not covered by the
provisions of article 7:96 of the Belgian
Companies Code.
Article 7:97 of the Belgian Companies Code
was not applied in 2021, nor was the
Group’s conflict of interest procedure
(provided for in the Conflicts of Interest
Internal Rules).
The Statutory Auditor of Econocom group
is
represented
by
its
permanent
representative, Romuald Bilem.
5.5.6. IMPLEMENTATION
OF THE DIVERSITY POLICY
5.7. 2021 Compensation
report
Econocom’s commitments, objectives and
actions in respect of diversity, as well as the
results of this policy, are described in
paragraph 1.1.4 of the “Corporate Social
Responsibility” report. They mainly concern
gender equality and support for people
from disadvantaged backgrounds and
people with disabilities.
This report was drawn up in accordance
with article 3:6, §3 of the Belgian
Companies Code. Its purpose is to describe
and provide a complete overview of the
compensation granted to the Directors
(Executive and non-Executive) and to the
members of the Executive Committee of
Econocom group during the financial year
covered by said report.
Since 23 November 2017, one-third of the
members of Econocom group’s Board of
Directors have been women, pursuant to
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a) the compensation policy;
b) individual compensation (in particular
5.7.1. COMPENSATION POLICY FOR
DIRECTORS AND MEMBERS OF THE
EXECUTIVE COMMITTEE
Directors’
fees,
fixed
and
variable
compensation,
including shares and stock options,
termination benefits);
long-term
incentives,
5.7.1.1. Procedure adopted to define
compensation for Directors and
members of the Executive
Committee and set their individual
compensation
c) the contractual terms and conditions
that support this compensation;
On 31 August 2011, the Board of Directors set
d) the determination and assessment of
performance targets linked to individual
compensation;
up
a
Compensation Committee. The
is composed of three
Committee
non-executive Directors, two of whom are
independent as defined in article 7:87 §1 of
the Belgian Companies Code.
e) stock option or share plans (budget,
beneficiaries,
conditions).
characteristics
and
On 23 January 2020, the Board of Directors
extended the Compensation Committee’s
responsibilities to Appointments, thereby
limiting its scope of action to corporate
officers and executives authorised in fact or
in law to use the Group’s signature.
Members of the Executive Committee who
are not involved in the Group’s Senior
Management do not fall within the scope of
the Committee’s activities.
Based on the data provided by the
Company’s Senior Management, the
Committee prepares the compensation
report which is subsequently added to the
corporate
governance
statement.
In
particular, it reviews the change in the total
amount paid to the ten highest paid
employees. It prepares and comments on
the compensation report during the
Ordinary General Meeting.
The Compensation and Appointments
Committee mainly advises and assists the
Board of Directors. The Committee also
performs the duties that may be assigned
to it by the Board of Directors in regarding
compensation and appointments. It carries
out its duties under the supervision of the
Board. In this context, it ensures free and
open communication with the Chairman of
the Board and Executive Management.
1.2 Appointments component
At the request of the Chairman of the
Board, the Committee is responsible for
formulating recommendations and giving
its opinion to the Board on the
appointment
and
reappointment
of
corporate officers and the appointment of
executives authorised in fact or in law to
use the Group’s signature.
A compensation policy was approved by the
Ordinary General Meeting of 18 May 2021.
The Committee ensures the existence of
succession plans for the Company’s key
positions.
1.1 Compensation component
The Committee also ensures that appropriate
talent development programmes and
diversity promotion programmes are in
place.
At the request of the Chairman of the Board
and with respect to persons within the scope
defined above, the Committee is responsible
for formulating recommendations and
giving its opinion to the Board on:
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1.3. Implementation of plans relating to
the granting of financial instruments
The Extraordinary General Meeting of
18 December 2015 set the compensation of
non-executive Directors at €5,000 per
Board meeting and per Director from
January 2016, subject to actual attendance
at meetings.
The Board of Directors may grant to the
Committee decision-making powers on
behalf of the Board of Directors with
respect to stock option plans or any other
plans for granting financial instruments,
including warrants, either under existing or
future plans (“the Plans”).
Executive Directors do not receive any
compensation
in
respect
of
their
directorships for Econocom group. Their
compensation comes from contractual
relationships or their terms of office with
one or more Group companies. At its
meeting of 24 November 2016, the Board of
Directors clarified the status of executive
Director, excluding from the concept
Directors having an operational function
within subsidiaries but not holding
executive positions at Econocom group.
People in this position are considered to be
non-executive Directors. However, they do
not receive Directors’ fees.
In this case, the Committee’s conducts its
work
under
the
responsibility
and
supervision of the Board to which it reports.
Within the limits of the powers entrusted to
the Board and in accordance with its rules,
the Committee is subsequently responsible
for allocating and distributing, following the
recommendation of the Chairman of the
Board of Directors, the amount previously
set by the Board of Directors.
The Compensation Committee met four
times in 2021.
Directors not exercising any operational
function do not receive any compensation
other than the below-mentioned Directors’
fees.
5.7.2. COMPENSATION PAID IN 2021
5.7.2.1. The Board of Directors
The Bylaws provide for Directors’ fees.
A summary of the nature of the compensation paid to Directors is as follows:
Terms of office in 2021
Nature of compensation
Chairman and Chief Executive
Officer – represented
EIBV receives compensation
under a service contract(1)
Econocom International BV (EIBV)
Robert Bouchard
by Jean-Louis Bouchard
Vice-Chairman
non-executive Director
Directors’ fees
Bruno Grossi
Non-executive Director
Non-executive Director
Directors’ fees
Directors’ fees
Jean-Philippe Roesch
Compensation received
as an employee
Véronique di Benedetto
Non-executive Director
Gaspard Dürrleman
Eric Boustouller
Non-executive Director
Independent Director
Independent Director
Independent Director
Independent Director
Directors’ fees
Directors’ fees
Directors’ fees
Directors’ fees
Directors’ fees
Walter Butler
Adeline Challon-Kemoun
Marie-Christine Levet
(1) The structure of this compensation is described in Section 5.7.2.5.
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5.7.2.2. The Committees
At the Extraordinary General Meeting of
18 December 2015, the compensation of
Chairs and members of the Audit
Committee and the Compensation and
Appointments Committee was set at
€3,000 per meeting from January 2016,
subject to actual attendance.
This compensation was subject to the
achievement of objectives, both qualitative
and quantitative.
A significant proportion of compensation
paid to members of the Executive
Committee was subject to the achievement
of joint quantitative objectives relating to the
Group’s budget targets, and in particular
profit (loss) from operating activities, revenue
and the net financial debt of the Group
and/or areas of responsibility specific to each
executive. The other qualitative and
quantitative objectives are specific to each
Executive Committee member and executive
Director, and depend on the scope of their
duties and responsibilities.
5.7.2.3. Executive Directors,
non-executive Directors with
operational functions and members
of the Executive Committee
The compensation of executive Directors,
non-executive Directors with operational
functions and members of the Executive
Committee comply with the compensation
policy adopted by the Ordinary General
Meeting of 18 May 2021 and includes a
significant variable portion, which may
reach 50% of the total compensation.
As is the case with all Econocom group
employees, the executive Directors and
Executive Committee members who are
employees of the Group, are assessed on a
continuous basis throughout the year by their
managers and at the annual appraisal, which
is held in the first quarter of the following year.
However, this compensation structure does
not apply to Econocom International BV,
represented by Jean-Louis Bouchard
(“EIBV”), whose compensation is discussed
in section 5.7.2.5.
The
compensation
of
non-executive
Directors with operational functions is set by
the Chairman or a member of the Executive
Committee.
The Ordinary General Meeting, at its
meeting on 19 May 2020, for the free share
allocation plan of 2020, and on 18 May 2021
for the free share allocation plan of 2021
respectively, authorised the Board of
Directors to deviate from the rules provided
for in article 7:91, §2 of the Belgian
Companies Code in respect of the setting
of variable compensation for executives
and the granting of shares or stock options
to current executive Directors and other
current executives of the Company.
The Board of Directors believed, given the
reliability
of
the
Group’s
financial
information, by way of exemption from the
principle laid down by the 2020 Corporate
Governance Code, that it was unnecessary
to implement a collection right for variable
compensation awarded on the basis of
incorrect financial information.
5.7.2.4. Non-executive Directors
The variable compensation of executive
Directors, non-executive Directors with
operational functions and members of the
Executive Committee was set in 2021 based
on annual performance criteria.
This section sets out the individual
compensation and benefits paid directly or
indirectly to non-executive Directors by
Econocom group or any of the Group’s other
companies in 2021.
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Compensation paid in 2021, including
social costs
behalf of the Company (management
seminars, etc.). This compensation is
received from the Company’s subsidiaries
under service agreements entered into with
the entities concerned. EIBV is not eligible
for variable compensation, whether in cash
or in the form of free shares or stock options.
in €
Walter Butler
3,000
Bruno Grossi
30,000
Adeline Challon-Kemoun
39,000
EIBV billed fees of €1.4 million to Econocom
group and its subsidiaries in 2021 for
managing and coordinating the Group.
These fees amounted to €1.8 million in 2020.
Gaspard Dürrleman
21,000
Marie-Christine Levet
60,000
Eric Boustouller
10,000
5.7.2.6. Compensation paid to the
executive Directors, non-executive
Directors with operational functions
and members of the Executive
Committee in 2021
Jean-Philippe Roesch
48,000
Robert Bouchard
51,000
Total
262,000
This section indicates in aggregate the
amount of compensation and other benefits
granted directly or indirectly to the Executive
Directors (excluding the compensation of
the Chairman of the Board of Directors
commented on in paragraph 5.7.2.5), to the
non-executive Directors exercising an
operational function and members of the
Executive Committee by Econocom group
5.7.2.5. Compensation paid to the
Chairman of the Board of Directors
Until 19 May 2020, Jean-Louis Bouchard
served as Chairman of the Board of Directors,
Chief Executive Officer and Chairman of the
Group’s Executive Committee. He received
no compensation whatsoever for these
duties, and did not benefit from any special
pension or insurance, or any other benefits
paid either directly or indirectly by either
Econocom group or any companies in the
scope of consolidation. As of 20 May 2020,
or
a
company that is part of the
consolidation scope in 2021.
Total compensation paid in 2021,
including social costs
Econocom
International BV
(EIBV),
a
company incorporated under Dutch law,
represented by Jean-Louis Bouchard, will
assume all these roles. EIBV does not receive
compensation for these duties.
in €
Fixed portion
1,872,132
Variable portion(1)
1,869,117
However, EIBV continues to provide
leadership services for the Group and
therefore receives compensation that covers
approximately three quarters of staff costs
calculated on the basis of hours of service at
an hourly rate defined according to the
qualification of the person providing the
service within EIBV. This compensation
takes into account an annual budget
established in advance and the remainder of
chargebacks of costs incurred by EIBV on
Pensions, benefits in kind
and other compensation(2)
55,314
Social costs(3)
562,472
Director's fees
-
Total
4,359,035
(1)
Including €1,642 thousand for 2020, and paid in 2021.
Including €7 thousand for 2020, and paid in 2021.
Including €412 thousand for 2020, and paid in 2021.
(2)
(3)
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Total compensation for 2021, including
social costs
The General Meeting of 18 May 2021
approved the terms of a performance share
plan covering 4,000,000 shares, the vesting
of which will take place over two or
three years.
in €
Fixed portion
1,872,132
On 21 July 2021, the Board of Directors also
allocated 1,800,000 of these performance
shares to four of these Executives.
Variable portion(1)
1,861,584
Pensions and other
compensation, including
benefits in kind(2)
46,009
During the year, 300,000 shares were fully
vested, 400,000 were cancelled and
50,000 lapsed.
Social costs(3)
571,273
Directors’ fees
-
At 31 December 2021, the Executive Directors,
non-Executive Directors with operational
Total
4,350,998
(1)
Of which €1,634 thousand yet to be paid in 2022. The
non-finalised variable portions were recorded on the
assumption that 100% of targets were met.
Of which €8 thousand yet to be paid in 2022.
Of which €101 thousand yet to be paid in 2022.
functions
and
Executive
Committee
members held 410,800 stock options
entitling them to 821,600 new Econocom
Group shares (after the share split) at a total
subscription price of €2.5 million, as well as
2,800,000 Econocom Group performance
shares which are not yet fully vested.
(2)
(3)
This information corresponds to the
compensation charged. Five of the managers
with operational functions were compensated
under their employment contract as
employees of Econocom group’s companies.
5.7.4. TERMINATION BENEFITS
AND OTHER CONTRACTUAL
OBLIGATIONS
Two
indirectly
received
compensation
through a company controlled by Econocom
group, as a corporate officer of an Econocom
group company and/or as a service provider.
This lump-sum compensation is included in
the summary table above.
The employment contracts of the executive
Directors, Executive Committee members
and non-executive Directors with operational
functions in office at 31 December 2021
contain standard clauses, in particular as
regards notice period. They contain no
specific clause with respect to pension
benefits. Two members of the Executive
Committee receive a specific termination
benefit (under certain conditions)
Three
of
the
executive
Directors,
non-executive Directors with operational
functions and Executive Committee members
have a company car.
5.7.3. STOCK OPTIONS
AND FREE SHARES GRANTED
Some
non-executive Directors with operational
functions and Executive Committee
of
the
executive
Directors,
members benefit from stock option and/or
performance share plans.
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05 management report
corporate governance statement
5.8. Appropriation
of profit and dividend
policy
5.10. Econocom group
employee share
ownership
The Board of Directors will recommend that
at the General Meeting vote to refund the
issue premium considered as paid-in capital,
in an amount of €0.14 per share.
The Group has set up several incentive plans
for its personnel, employees, managers and
executives. Two stock option plans set up in
2014 and 2017 are still in progress and have
given rise to awards each year from 2014 to
2017 and three free share allocation plans
approved by the General Meeting in
May 2016 has given rise to awards in 2018,
2020 and 2021.
This refund represents an increase in
the gross compensation per share for
Shareholders of 16.7% over one year.
In addition, the Group will also continue its
treasury share buyback policy.
In 2021, 300,000 free shares were definitely
transferred by the Board of Directors to an
executive, in respect of the 2020 Free Share
Plan, thereby resulting in the transfer of the
same number of treasury shares. The
financial impact for the Group corresponds
to the market value of the shares transferred.
In 2021, 770,775 stock options were exercised,
giving rise to the issue of 1,401,550 new
shares and 2,000,000 free shares were
granted. A total of 324,000 options were
exercised at the end of the year and will
result in the issue of 648,000 new shares in
January 2022. In addition, 574,845 stock
options and 80,000 free shares were lost due
to the departure of beneficiaries or the
failure to meet individual or collective
performance targets.
5.9. Relations with
major shareholders
At 31 December 2021, the number of shares
issued by Econocom group totalled
222,281,980, of which Jean-Louis Bouchard
held 40.1% via Econocom International BV.
Shares held in treasury by Econocom group
do not carry voting rights, meaning that, at
31 December 2021, Jean-Louis Bouchard held
60.64% of the Company’s voting rights,
directly and indirectly (excluding treasury
shares held under the liquidity agreement).
Relations with the majority shareholder,
Econocom International BV, correspond to
the provision of standard services on
arm’s-length terms.
In addition,
the
Econocom group signed lease agreements in
France with companies controlled by
Jean-Louis Bouchard: SCI Maillot Pergolèse,
SCI of Dion Bouton and SCI JMB. These leases
were signed on arm’s length terms.
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corporate governance statement
An updated summary of the Group’s commitments in respect of these plans at
31 December 2021 is provided below:
Number of
Number of
Expiry and
vesting
date
Exercise
price(in €
per share)
Exercise
price(in €
thousands)
Year
Plan
options andcorresponding
granted
free shares
324,000
236,800
120,000
40,000
shares*
648,000
473,600
240,000
80,000
2014
2015
Dec. 2021
Dec. 2022
Dec. 2022
Dec. 2023
Dec. 2023
2.76
3.87
1,788
1,833
913
2014
subscription
options
3,805
4.786
6.80
383
612
2016
2017
2018
2020
45,000
90,000
2017
subscription
options
90,000
90,000
Dec. 2023
6.04
544
50,000
50,000
600,000
300,000
400,000
900,000
700,000
-
50,000
50,000
Mar. 2022
Mar. 2023
July 2022
Sep. 2022
July 2022
July 2023
July 2024
-
-
-
-
-
-
-
-
-
-
Free shares
Free shares
-
600,000
300,000
400,000
900,000
700,000
4,621,600
-
-
-
Free shares
2021
-
-
Total
-
6,073
*
Each one of the options granted prior to the two-for-one share split (in June 2017) entitles the holder to two
Econocom Group shares.
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05 management report
corporate governance statement
These plans cover Econocom Group shares
listed on the Euronext Brussels stock
exchange. The aim is to build a strong
relationship between the Company and its
staff and retain its most talented executive
officers and employees, thereby promoting
a strong alignment of the interests of
beneficiaries with those of shareholders.
The stock options granted in 2017 are part
of a stock option plan approved by the
Board of Directors on 22 June 2017. If
exercised, these options will result in the
issuance of new shares.
The free share plan issued in 2020 was
approved by the General Meeting of 19 May
2020. The awards made under this plan
were approved by the Board of Directors on
27 July 2020 and 21 July 2021.
The granting of some of the stock options
and free shares, comprising between 50%
and 100% of the stock options and shares
The free share plan issued in 2021 was
approved by the General Meeting of 18 May
2021. The awards made under this plan
were approved by the Board of Directors on
21 July 2021.
allocated,
is
contingent
on
their
beneficiaries achieving individual, collective,
internal and/or external performance goals.
The exercise price is set in accordance with
current legislation.
At 31 December 2021, free shares and options
which are not fully vested entitle their
holders to a total of 4,621,600 Econocom
Group shares, including 1,621,600 shares yet
to be issued and 3,000,000 existing shares.
Of this total, 648,000 new shares were issued
in January 2022 following exercises carried
out at the very end of 2021. In total, the
4,621,600 shares represented 2.08% of the
number of shares issued at the end of the
period. Lastly, of the total number of shares
corresponding to stock options and free
shares granted and not yet exercised,
34.6% were still subject to the achievement
of future quantitative and/or qualitative, and
individual and/or collective performance
conditions.
The options may not be transferred and
Econocom group does not hedge its
exposure to decreases in the share price.
The stock options granted in 2014, 2015 and
2016 are part of a stock option plan
approved by the Board of Directors on
17 December 2014. If exercised, these
options will result in the issuance of new
shares.
The free share plan issued in 2016 was
approved by the General Meeting of 17 May
2016. The different awards made as part of
this plan were approved by the Board of
Directors meetings dated 19 May 2016,
26 February 2018 and 27 December 2018.
The vesting of free shares by the
beneficiary will result in delivery of existing
shares.
The exercise of all these options would
result in an equity increase of €6.1 million.
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corporate governance statement
5.11. Statutory Auditor’s fees
in €
31 Dec. 2021
31 Dec. 2020
Statutory Auditor’s fees for
auditing the financial statements
357,700
358,718
Statutory Auditor’s fees or fees
for similar assignments
performed in the Group
by individuals related
1,125,394
766,500
to the Statutory Auditor
Fees for non audit-related
engagements or specific
assessments carried out
by the Statutory Auditor for
Econocom Group
Non-audit certification
engagements
5,000
Tax advisory engagements
Other non-audit engagements
86,000
Fees for one-off tasks or specific
engagements carried out for
Econocom Group by persons
related to the Statutory
Auditor(s)
Non-audit certification
engagements
Tax advisory engagements
106,993
Other non-audit engagements
5.12. Treasury shares
See section 5.4 above.
2021 annual report
161
05 management report
subsequent events
6. Subsequent events
Strengthening governance
On 20 January 2022, Econocom announced the strengthening of its governance with the
following two appointments at the head of the Group:
Laurent Roudil as CEO and proposed as Managing Director at the next General Meeting;
Angel Benguigui as Executive Managing Director.
This strengthening of governance aims to support the Group’s ambition to change scale
and enter a new phase of growth.
162
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06
consolidated
financial
statements
1. Consolidated income statement
and earnings per share
4.Consolidated statement
of cash flows
164
166
168
170
172
2. Consolidated statement
of financial position
5. Notes to the consolidated
financial statements
3. Consolidated statement
of changes in equity
2021 annual report
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06 consolidated financial statements
consolidated income statement and earnings per share
1. Consolidated income statement
and earnings per share
For the years ended 31 December 2021 and 31 December 2020
2020
in € millions
Notes
4.1
2021
restated*
2,520.7
(2,403.2)
(1,777.2)
(465.1)
Revenue from continuing operations
Operating expenses
2,504.7
(2,371.2)
(1,757.2)
(469.3)
(114.7)
Cost of sales
Personnel costs
4.2
4.4
4.5
External expenses
(127.2)
Depreciation, amortisation and provisions
(35.0)
(39.1)
Net impairment losses on current and non-current
assets
4.6
9.1
6.3
Taxes (other than income taxes)
(8.5)
4.1
(9.8)
9.8
Other operating income and expenses
Financial income – operating activities
4.7
4.8
(0.3)
(0.8)
Profit (loss) from continuing operations before
amortisation of intangible assets from acquisitions
135.7
119.6
Profit (loss) from continuing operations
Other non-recurring operating income and expenses
Operating profit
133.5
(14.3)
119.2
(9.8)
109.4
(31.7)
77.7
(0.1)
117.5
(35.8)
81.7
(13.2)
68.5
(18.2)
50.3
0.1
5
6
7
Other financial income and expenses
Profit before tax
Income tax expense
Profit from continuing operations
Share of profit (loss) of associates and joint ventures
Profit (loss) from discontinued operations
Profit for the period
2.2.4
(7.4)
70.1
(0.1)
50.2
3.4
Non-controlling interests
4.7
Profit for the period attributable to owners
of the parent
65.5
46.8
Recurring net profit attributable to owners
of the parent(1)
80.5
68.7
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2021 annual report
consolidated financial statements 06
consolidated statement of comprehensive income
Earnings per share attributable to owners of the parent
(in €)
2020
restated*
Notes
2021
Basic earnings per share – continuing operations
Basic earnings per share – discontinued operations
Basic earnings per share
0.38
(0.04)
0.34
0.22
(0.00)
0.22
2.2.4
8
Diluted earnings per share – continuing operations
Diluted earnings per share – discontinued operations
Diluted earnings per share
0.35
0.21
2.2.4
8
(0.03)
0.32
(0.00)
0.21
Recurring net earnings per share(1)
8
0.42
0.32
*
In accordance with IFRS 5 (see 2.2.4.), 2020 income and expenses of operations considered discontinued in 2021
are reclassified to “Profit (loss) from discontinued operations” in the 2020 income statement. In addition, the 2020
consolidated income statement is impacted by the reclassification of factoring and reverse factoring costs, which
are now recognised in profit (loss) from curent operating activities (see 1.2.2.).
(1)
Recurring net profit attributable to owners of the parent has been the key performance indicator used by
Econocom to assess its economic and financial performance. It does not include:
amortisation of intangible assets from acquisitions, net of tax effects;
other non-recurring operating income and expenses, net of tax effects;
other non-recurring financial income and expense, net of tax effects;
profit from discontinued operations.
A table showing the reconciliation of profit attributable to owners of the parent with recurring profit attributable
to owners of the parent is included in section 2.1 of the Management Report.
Consolidated statement
of comprehensive income
in € millions
2021
2020
Profit for the period
70.1
50.2
Items that will not be reclassified to profit or loss
2.6
(1.1)
Remeasurements of the net liabilities (assets) under defined
benefit plans
3.5
(1.4)
0.3
Deferred income tax expense on the remeasurement of the liabilities
(assets) for defined benefit plans
(0.9)
Items that may be reclassified to profit or loss
Change in value of cash flow hedges
2.8
0.6
(4.6)
(0.2)
0.1
Deferred tax arising on change in value of cash flow hedges
Foreign currency translation adjustments
Other comprehensive income (expense)
Total comprehensive income for the period
Attributable to non-controlling interests
Attributable to owners of the parent
(0.1)
2.4
(4.4)
(5.7)
44.5
3.2
5.4
75.6
4.9
70.7
41.3
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06 consolidated financial statements
consolidated statement of financial position
2. Consolidated statement
of financial position
Asset
in € millions
Notes
31 Dec. 2021
31 Dec. 2020
Non-current assets
Intangible assets
10.1
9
43.9
494.9
31.8
47.6
499.5
35.2
Goodwill
Property, plant and equipment
Rights of use
10.2
10.2
10.3
11.1
55.0
54.7
Long-term financial assets
Residual interest in leased assets
Other long-term receivables
Deferred tax assets
29.5
30.5
128.0
23.3
134.3
24.5
10.4
7.2
38.0
37.8
Total non-current assets
Current assets
844.4
864.2
Inventories
12.1
12.2
11.1
122.6
796.4
42.7
76.7
894.1
40.9
Trade and other receivables*
Residual interest in leased assets
Current tax assets
10.9
12.6
Contract assets
12.2
12.2
14.1
19.7
17.4
Other current assets
Cash and cash equivalents
Assets held for sale
27.1
30.4
405.9
69.0
649.3
74.3
2.2.4
Total current assets
Total assets
1,494.3
2,338.7
1,795.7
2,659.8
*
Of which self-funded outstanding rentals: €208.3 million at 31 December 2021 versus 185.9 million at
31 December 2020.
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consolidated statement of financial position
Liabilities
in € millions
Notes
31 Dec. 2021
31 Dec. 2020
Share capital
23.7
296.7
65.5
23.5
335.8
46.8
Additional paid-in capital and reserves
Profit for the period attributable to owners of the parent
Equity attributable to owners of the parent
Non-controlling interests
Total equity
15
385.9
58.4
406.1
66.9
15.4
444.3
472.9
Non-current liabilities
Bonds*
14.2
14.2
11.2
194.3
108.3
75.3
40.7
9.6
248.7
75.9
75.9
35.0
48.5
11.5
Financial liabilities*
Gross liability for purchases of leased assets
Long-term lease liabilities
Other financial liabilities**
Provisions
2.4
16
5.0
Provisions for pensions and other post-employment
benefit obligations
17
36.5
41.8
Other non-current liabilities
Deferred tax liabilities
Total non-current liabilities
Current liabilities
12.5
7.2
9.3
16.3
6.6
11.8
495.4
555.8
Bonds*
14.2
14.2
11.2
57.7
112.4
22.8
139.9
164.5
27.8
Financial liabilities*
Gross liability for purchases of leased assets
Short-term lease liabilities
Other financial liabilities**
Provisions
18.0
22.5
2.4
16
47.1
13.4
26.9
37.7
Current tax liabilities
Trade and other payables
Contract liabilities
17.2
13.2
12.3
12.4
12.4
2.2.4
882.0
52.1
992.1
62.9
Other current liabilities
Liabilities held for sale
Total current liabilities
Total equity and liabilities
*
132.1
127.5
29.5
30.7
1,399.0
2,338.7
1,631.1
2,659.8
Taking into account the cash and cash equivalents of €405.9 million as of 31 December 2021 (and €649.3 million
as of 31 December 2020) and bonds loans and financial debt, the balance sheet shows net financial debt of
66.8 million at 31 December 2021 (compared to a cash surplus of €20.2 million at 31 December 2020); these
financial liabilities include in particular €208.3 million at 31 December 2021 (and €185.9 million at 31 December
2020) corresponding to self-funded TMF contracts and the expected associated lease payments.
Corresponds to contingent acquisition-related liabilities.
**
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06 consolidated financial statements
consolidated statement of changes in equity
3. Consolidated statement
of changes in equity
Additional
paid-in
Number
of shares
Share
capital
Treasury
shares
in € millions
capital
Balance at 31 December 2019
245,380,430
23.5
23.5
213.6
213.6
(90.9)
(90.9)
Impact on changes in accounting standards
or policies
Balance at 1 January 2020
Profit for the year
Other comprehensive income (expense), net of tax
Total comprehensive income for 2020
Share-based payments
Refund of issue premiums/Compensation
of shareholders
Capital increase
Net treasury share transactions
(24,500,000)
67.9
Put and call options on non-controlling interests –
Change in fair value
Put and call options on non-controlling interests –
Initial recognition
Other transactions and transactions with an impact
on non-controlling interests (see note 15)
Balance at 31 December 2020
220,880,430
23.5
213.6
(23.0)
Additional
paid-in
Number
of shares
Share
capital
Treasury
shares
in € millions
capital
Balance at 31 December 2020
220,880,430
23.5
213.6
(23.0)
Impact on changes in accounting standards
or policies*
Balance at 1 January 2021
Profit for the year
Other comprehensive income (expense), net of tax
Total comprehensive income for 2021
Share-based payments
Refund of issue premiums/Compensation
of shareholders
(22.5)
3.7
Capital increase
1,401,550
0.2
Net treasury share transactions
(83.0)
Put and call options on non-controlling interests –
Change in fair value
Put and call options on non-controlling interests –
Initial recognition
Other transactions and transactions with an impact
on non-controlling interests (see note 15)
Balance at 31 December 2021
222,281,980
23.7
194.8
(106.0)
* In connection with the IFRIC decision of April 2021 on employee benefits (see 1.1.1.)
168
2021 annual report
consolidated financial statements 06
consolidated statement of changes in equity
Consolidated
reserves
and retained
earning
Other
comprehensive
income
Attributable
to owners
of the parent
Attributable to
non-controlling
interests
Total equity
(expense)
270.6
(6.5)
410.3
73.6
483.9
-
-
270.6
(6.5)
410.3
46.8
(5.5)
41.3
1.3
73.6
3.4
(0.2)
3.2
-
483.9
50.2
(5.7)
44.5
1.3
46.8
(5.5)
46.8
(5.5)
1.3
(25.7)
(25.7)
(25.7)
-
-
(93.5)
(0.2)
(25.6)
(25.6)
(0.2)
-
(0.2)
-
4.8
4.8
(10.1)
(5.3)
204.0
(12.0)
406.1
66.9
472.9
Consolidated
reserves
and retained
earning
Other
comprehensive
income (expense)
Attributable
to owners
of the parent
Attributable to
non-controlling
interests
Total equity
204.0
(12.0)
0.9
406.1
66.9
472.9
0.9
0.9
203.9
(11.1)
407.0
65.5
5.2
66.9
4.7
473.8
70.1
5.4
65.5
5.2
0.2
65.5
5.2
70.7
1.9
4.9
75.6
1.9
1.9
(22.5)
(22.5)
3.9
3.9
(83.0)
(83.0)
9.6
9.6
-
(12.6)
(3.0)
-
(1.6)
(1.6)
(0.7)
(2.4)
279.3
(5.9)
385.9
58.4
444.3
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06 consolidated financial statements
consolidated statement of cash flows
4. Consolidated statement
of cash flows
2020
restated*
in € millions
Notes
2021
Profit from continuing operations
77.7
17.6
5.7
50.3
44.5
Provisions, depreciation, amortisation and impairment
Elimination of the impact of residual interest in leased assets
Other non-cash expenses (income)
18.1.1
18.1.1
18.1.1
(3.3)
(10.1)
(20.3)
Cash flows from operating activities after cost of net debt
and income tax
90.9
71.2
Income tax expense
Cost of net debt
7
31.7
10.6
18.2
11.9
18.1.2
Cash flows from operating activities before cost of net debt
and income tax
133.1
101.3
Change in working capital requirement (b), of which:
Net investments in self-funded TMF contracts
Other changes in working capital requirement
Tax paid before tax credits (c)
18.1.3
(44.4)
(22.4)
(22.0)
(25.3)
135.5
52.6
82.9
(14.0)
Net cash flows from (used in) operating activities
(a + b + c = d)
18.1
63.4
222.7
Acquisition of tangible and intangible assets
Disposal of tangible and intangible assets
Acquisition of non-current financial assets
Disposal of non-current financial assets
(18.8)
3.5
(16.4)
3.5
(8.2)
10.7
(2.7)
1.4
Acquisition/disposal of companies and businesses,
net of cash acquired/disposed
6.2
140.4
Net cash from (used in) investing activities (e)
18.2
(6.6)
126.2
*
In accordance with IFRS 5, the restatement of the 2020 figures reflects the reclassification of operations
considered discontinued in 2021 to “Net change in cash and cash equivalents from discontinued operations”.
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2021 annual report
consolidated financial statements 06
consolidated statement of cash flows
2020
restated*
in € millions
Notes
2021
OCEANE buybacks
(3.3)
4.6
(9.7)
Capital increase
-
Purchases of treasury shares (net of sales)
Payments to shareholders during the period
(82.9)
(23.9)
(25.6)
(25.7)
Changes in refinancing liabilities on lease contracts
and liabilities on own-booked contracts
(13.1)
(13.8)
Increase in financial liabilities
174.7
(226.9)
(97.5)
45.1
(56.0)
(159.5)
(24.7)
(12.1)
Decrease in financial liabilities
Net change in commercial paper
Main components of payments coming from leases
Interest paid
(20.3)
(7.9)
Net cash from (used in) financing activities (f)
18.3
(296.5)
(281.9)
Impact of exchange rates on cash
and cash equivalents (g)
1.4
(4.5)
(1.9)
7.9
Net change in cash and cash equivalents
from discontinued operations (h)
2.2.4
Change in net cash and cash equivalents
(d + e + f + g + h)
(242.7)
648.5
72.9
575.6
Net cash and cash equivalents at beginning
of period(1)
14.1/18
14.1/18
Change in cash and cash equivalents
(242.7)
405.9
72.9
Net cash and cash equivalents at end of period(1)
648.5
*
In accordance with IFRS 5, the restatement of the 2020 figures reflects the reclassification of operations
considered discontinued in 2021 to “Net change in cash and cash equivalents from discontinued operations”.
(1)
Net of bank overdrafts: €0.0 million at 31 December 2021 and €0.8 million at 31 December 2020.
Key movements in the consolidated statement of cash flows are explained in note 18.
2021 annual report
171
06 consolidated financial statements
notes to the consolidated financial statements
5. Notes to the consolidated
financial statements
1.
Basis of preparation of the financial statements
Basis and scope of consolidation
Segment information
173
177
2.
3.
4.
5.
6.
7.
8.
9.
190
193
Profit (loss) from current operating activities
Other non-recurring operating income and expenses
Net finance income (expense)
202
203
204
207
209
213
Income taxes
Basic earnings per share
Goodwill and impairment testing
10. Intangible, tangible and financial assets
11. Residual interest in leased assets and gross liability commitments
for purchases of leased assets
224
226
230
235
241
249
251
12. Operating assets and liabilities
13. Financial instruments
14. Cash, gross debt, net debt
15. Equity items
16. Provisions
17. Provisions for pensions and other post-employment benefit obligations
18. Notes to the consolidated statement of cash flows
19. Risk management
256
260
265
266
270
272
20. Off-balance sheet commitments
21. Information on the transfer of financial assets and liabilities
22. Information on related parties
23. Subsequent events
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notes to the consolidated financial statements
1. Basis of preparation
of the financial statements
The consolidated financial statements of
Econocom group (“the Group”) for the year
ended 31 December 2021 include:
1.1. Guidelines applied
As required by European Commission
Regulation no. 1606/2002 dated 19 July
2002, Econocom’s consolidated financial
statements for the 2021 financial year have
been prepared in accordance with the
International Financial reporting Standards
(IFRS) as published by the International
Accounting Standards Board (IASB) and
adopted by the European Union.
the financial statements of Econocom
group SE;
the financial statements of its subsidiaries;
the share of the net assets and profit (loss)
of associates and joint ventures.
Econocom is an independent group that
designs, finances and oversees companies’
digital transformation.
The accounting principles applied at
31 December 2021 are the same as those
used for the year ended 31 December 2020,
except for the new standards and
interpretations applicable as of 1 January
2021 (see 1.1.1.) and changes in presentation
and methods (see 1.2.2).
Econocom group SE, the Group’s parent
company, is a European company (societas
Europaea) with its registered office at Place
du Champ de Mars, 5, 1050 Brussels.
The Company is registered with the
Brussels companies
number 0422 646 816 and is listed on
Euronext in Brussels.
registry
under
These financial statements do not take into
account any draft standards or interpretations
which, at the end of the reporting date, were
being developed as exposure drafts by the
IASB (International Accounting Standards
Board) or IFRIC (International Financial
Reporting Interpretations Committee).
The Board of Directors meeting of
14 February 2022 adopted and authorised
the publication of the consolidated financial
statements for the year ended 31 December
2021. These financial statements will be
submitted for approval at the General
Meeting of 31 March 2022.
All the standards adopted by the European
Union are available on the European
Commission website at the following
address:
business-economy-euro/
company-reporting-and-auditing/
company-reporting/financial-reporting_en
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06 consolidated financial statements
notes to the consolidated financial statements
amendment to IFRS 3 “Reference to the
conceptual framework”, mandatory from
1 January 2022;
1.1.1. STANDARDS, AMENDMENTS
AND INTERPRETATIONS ADOPTED
BY THE EUROPEAN UNION AND
APPLICABLE AT 1 JANUARY 2021
annual improvements for 2018-2020,
mandatory from 1 January 2022:
The standards, amendments to standards
and interpretations, published by the IASB
and presented below are mandatory since
1 January 2021.
IAS 41
Taxation in fair value
measurements,
IFRS 9 – Fees and cost included in the
10 per cent test for derecognition of
financial liabilities,
The following standards did not have
a material impact on the Group’s financial
statements:
IFRS 16
expedient;
Extension of practical
amendments to IFRS 9, IAS 39 and IFRS 7,
IFRS 4 and IFRS 16 as part of the reform
benchmark rates;
amendment to IAS 1, presentation of
financial statements: classification of
Liabilities as Current or Non-current,
mandatory from 1 January 2023;
amendments to IFRS 16 “Covid-19-Related
Rent Concessions beyond 30 June 2021”;
amendments to IFRS 4 “Extension of the
temporary exemption from applying
IFRS 9 ‘Financial instruments’”;
amendment to IAS 1, disclosure of
Accounting Policies and amendment to
IFRS
Practice
Statement 2
“Making
IFRIC decision of April 2021, relating to the
allocation of benefits to periods of service
materiality judgements”, mandatory from
1 January 2023;
rendered
by
beneficiaries
of
amendment to IAS 8, definition of
Accounting Estimates, mandatory from
1 January 2023;
post-employment benefit plans (impacts
on certain IDR/IFC pension plans in
France). The impact amounting to
€0.9 million
shareholders’ equity at beginning of
period;
amendment IFRS 10 and IAS 28 “Sale or
contribution of assets between an investor
and its associate or joint venture”;
was
restated
in
2021
amendments to IAS 16 “Property, plant
IFRIC decision of March 2021, relating to
and equipment
intended use”, mandatory from 1 January
2022;
Proceeds before
the
treatment
of
the
costs
of
a
implementing
Service) contract; the impacts are
currently under review.
a
SaaS (Software as
IFRS 17
“Insurance
contracts”,
the
application of which is mandatory from
1 January 2023;
1.1.2. STANDARDS, AMENDMENTS
AND INTERPRETATIONS NOT YET
ADOPTED BY THE EUROPEAN
UNION
amendments to IAS 12 “Tax related to
Assets and Liabilities arising from a Single
Transaction”.
Pending their definitive adoption by the
European Union, the Group has not
anticipated the application of the following
standards and interpretations:
The Group is currently in the process of
assessing any impacts of the first
application of these texts.
amendments
to
IAS 37
“Onerous
Contracts – Cost of fulfilling a contract”,
mandatory from 1 January 2022;
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notes to the consolidated financial statements
income” and “Other financial expenses and
income” in the income statement.
1.2. Basis for preparation
and presentation of
the consolidated financial
statements
1.2.3. USE OF ESTIMATES
AND JUDGEMENTS
All amounts in the Consolidated financial
statements are presented in € millions. The
fact that figures have been rounded off to
the nearest decimal point may, in certain
cases, result in minor discrepancies in the
totals and sub-totals in the tables and/or in
the calculation of percentage changes.
The preparation of Econocom group’s
consolidated financial statements requires
the use of estimates and assumptions by
Management which may affect the book
value of certain items in assets and liabilities,
income and expenses, and the information
disclosed in the notes to the consolidated
financial statements.
1.2.1. BASIS FOR REPORTING
OF FINANCIAL STATEMENTS
Estimates and assumptions are made on
the basis of past experience and other
elements considered realistic or reasonable,
and are a basis for the exercise of judgment
in determining the book value of assets and
liabilities.
These accounting policies set out below
have been consistently applied to all the
years presented in the financial statements.
The financial statements were prepared on
a historical cost basis, with the exception of:
The Group uses discount rate assumptions
(based on market data) to estimate assets
and liabilities.
certain financial assets and liabilities
which are measured at fair value;
Group Management regularly reviews its
estimates and assumptions in order to
ensure that they accurately reflect both
past experience and the current economic
situation.
non-current assets held for sale, which are
recognised and measured at the lower of
net book value and fair value less costs to
sell as soon as their sale is deemed highly
probable. They are no longer amortised
once they are classified as assets (or a
group of assets) held for sale.
Depending on changes in these assumptions,
the items in its financial statements could
differ significantly, which would affect the
value of assets, liabilities, equity or the income
statement. The impact of changes in
accounting estimates is recognised in the
period in which the change occurred and all
future affected periods.
1.2.2. CHANGES IN PRESENTATION
AND ACCOUNTING POLICIES
Outside the standards, amendments, and
interpretations adopted by the European
Union and applicable on 1 January 2021, the
Group decided to change the accounting
method for expenses related to factoring
and reverse factoring operations, these
costs are now presented in “Profit (loss)
from current operating activities”.
The main estimates and assumptions used
by the Group are set out in the relevant
sections in the notes to the financial
statements and cover:
the valuation and useful lives of operating
assets, property, plant and equipment,
intangible assets and goodwill and any
counterparties thereof;
As provided for in IAS 8, this change in
method is retrospective for the whole of
the 2021 financial year as well as
comparative years.
the amount of provisions for risks and
other provisions related to the activity as
well as;
The impact of this change in accounting
method on the 2020 financial year was
€2.8 million
on
“Operating
financial
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06 consolidated financial statements
notes to the consolidated financial statements
the assumptions used to calculate
employee benefit obligations and
share-based payments;
the measurement of provisions for
pensions (see note 17): an actuary
calculates the provision for retirement
benefits using the projected unit credit
method. This calculation is particularly
sensitive to assumptions regarding the
discount rate, salary increase rate and
employee turnover rate;
the valuation of the Group’s residual
interests in leased assets;
the amounts of deferred tax assets and
liabilities as well as the current tax
expense;
the valuation of the stock options and free
shares granted since November 2002: the
actuarial formulae used are sensitive
the valuation methods for identifiable
assets and liabilities acquired as part of
business combinations;
to assumptions
concerning
employee
turnover, changes in and volatility of the
share price of Econocom group SE, as
well as the probability of Management
achieving its objectives (see note 15.3.1);
determining the fair value of financial
instruments.
For these estimates, the Group applies
the following accounting policies:
assessments of the probability of
recovering the tax loss carryforwards and
tax credits of the Group’s subsidiaries (see
note 7 on tax loss carry forwards);
impairment of goodwill (note 9.3): each
year, the Group reviews the value of the
goodwill in its consolidated financial
statements and when there is an
indication of impairment during the
financial year. These impairment tests are
particularly sensitive to medium-term
financial projections and to the discount
rates used to estimate the value in use of
CGUs;
the valuation of the Group’s residual
interest in leased assets: this valuation is
performed using the method described in
note 11.1 and verified each year using
statistical methods.
In addition, the Group is required to
exercise critical judgment to determine:
provisions
recognised to cover probable outflows of
resources to third party with no
(note 16):
provisions
are
the valuation of the Group’s residual
interests in leased assets;
a
equivalent consideration for the Group.
They include provisions for litigation of any
nature which are estimated on the basis
of the most probable, conservative
settlement assumptions. To determine
these assumptions, Group Management
relies, where necessary, on assessments
made by external consultants;
the qualification of dealer-lessor in sale &
lease-back contracts;
the distinction between “agent” and
“principal” for revenue recognition;
the derecognition of financial assets and
liabilities;
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notes to the consolidated financial statements
identification of an asset or group of
assets as held for sale, and discontinued
operations.
Although the Econocom group has
operations in the United Kingdom, the
Group has not identified any impacts
related to Brexit.
2. Basis and scope of consolidation
the consolidated balance sheet and income
statement.
2.1. Accounting principles
related to the scope
All intragroup assets, liabilities, equity,
income, expenses and cash flows arising
from transactions between entities within
the Group are fully eliminated on
consolidation.
of consolidation
2.1.1. BASIS OF CONSOLIDATION
These consolidated financial statements
include the financial statements of
Econocom
subsidiaries it controls.
group SE
and
all
the
Investments in associates and joint ventures
are consolidated using the equity method.
Under this method, the investment is initially
recognised at cost and adjusted to recognise
the Group’s share of the post-acquisition
profits or losses and movements in other
comprehensive income. If the Group’s share
in an associate’s losses is greater than its
investment in that associate, the Group
ceases to recognise its share in future losses.
Additional losses are only recognised if the
Group is under a legal or constructive
obligation to do so or if it has made
payments on behalf of the associate.
According to IFRS 10, an investor controls
an investee if and only if the investor has all
of the following:
power over the investee, i.e., the ability to
direct the activities that significantly affect
the investee’s returns;
exposure to the investee’s variable
returns, which may be positive, in the
form of a dividend or any other economic
or negative benefit;
the ability to use its power over the
investee to affect the amount of the
investor’s returns.
2.1.2. BUSINESS COMBINATIONS
(AND GOODWILL)
The Group recognises its equity investments
in associates and joint-ventures under the
full consolidation method: the assets,
Acquisitions of businesses are accounted
for using the acquisition method, in
accordance with IFRS 3. The cost of a
business combination (or “consideration
transferred”) is calculated as the aggregate
of the acquisition-date fair values of:
liabilities,
income
and
expenses
of
subsidiaries are fully consolidated in the
consolidated financial statements and the
share of equity and profit attributable to
non-controlling interests is presented
separately under non-controlling interests in
the assets transferred by the Group;
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06 consolidated financial statements
notes to the consolidated financial statements
the liabilities acquired by the Group from
the former owners of the acquiree;
Measuring non-controlling
(minority) interests
the equity interests issued by the Group
in exchange for control of the acquiree.
Non-controlling
interests
entitle
the
holders to a proportionate share of the
entity’s net assets in the event of
The Group may choose whether to
measure non-controlling interests at fair
value or at the non-controlling interest’s
proportionate share of the acquiree’s net
identifiable assets.
liquidation.
business
Consequently,
combination, non-controlling
for
each
interests can be initially measured:
at fair value, resulting in the recognition of
additional goodwill (the “full goodwill”
method); or
Acquisition-related expenses are expensed
as incurred.
at
the
non-controlling
interest’s
Measuring business combinations
(or goodwill)
proportionate share in the recognised
amounts of the acquiree’s net identifiable
assets (the “partial goodwill” method).
The difference between the consideration
transferred and the acquirer’s share in the
fair value of the identifiable assets and
liabilities and contingent liabilities at
the acquisition date is recognised in
goodwill on a separate line in the financial
statements. These items may be adjusted
within 12 months of the acquisition date
(measurement period). Any contingent
consideration due is recognised at its
acquisition-date fair value and included in
the cost of the combination. Subsequent
changes in the fair value of contingent
consideration are taken to profit or loss.
Changes in ownership interest
The recognition of subsequent changes in
ownership interest (through acquisitions of
additional interests or disposals) depends
on the definition of the impact on the
control of the entity in question.
If control is not affected by the change in
ownership interest, the transaction is
regarded as between shareholders. The
difference between the purchase (or sale)
value and the book value of the interest
acquired (or sold) is recognised in equity.
Acquisitions carried out
on favourable terms
If control is affected (as is the case, for
example,
for
business
combinations
achieved in stages), the interest held by the
Group in the acquiree before the business
combination is remeasured at fair value
through profit or loss.
If, after remeasurement, the net of the
acquisition-date amounts of the identifiable
assets acquired and the financial debt
assumed in
exceeds the aggregate of the consideration
transferred, the amount of any
a
business combination
non-controlling interests in the acquiree,
and the fair value of the Group’s previously
held interest in the acquiree (if any), the
excess is recognised immediately in profit
or loss as a bargain purchase gain.
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notes to the consolidated financial statements
exchange rates, or arising on the
settlement of these monetary items, are
recognised in the income statement for the
period in which they occur.
Impairment of goodwill
Following initial recognition, goodwill is
measured at cost less any accumulated
depreciation
losses,
determined
in
Non-monetary items denominated in
foreign currencies and recognised at fair
value are translated using the exchange
rate prevailing at the date the fair value
was determined. Non-monetary items
denominated in foreign currencies and
measured at historical cost are not
remeasured.
accordance with the method described in
note 9.3.
Goodwill impairment losses are recorded
under “Non-recurring operating income
and expenses” within profit (loss) from
operating activities in the consolidated
income statement.
When a gain or loss on a non-monetary
item is recognised directly in equity, the
“currency” component of this gain or loss is
also recognised in equity. Otherwise, this
component is recognised in profit or loss
for the period.
2.1.3. TRANSLATION OF FOREIGN
CURRENCIES
2.1.3.1. Functional currency
and presentation currency
The items in the financial statements of
each Group entity are measured using the
currency of the primary economic
environment (or “functional currency”) in
which the entity operates.
2.1.3.3. Translation of the financial
statements of foreign entities
The results and financial positions of the
Group’s entities with functional currencies
other than the presentation currency are
translated into euros as follows:
The consolidated financial statements
presented in this report were prepared in
euros, which is the Group’s presentation
currency.
balance sheet items other than equity are
translated at the year-end exchange rate;
2.1.3.2. Recognition of foreign
currency transactions
income statement and statement of cash
flow items are translated at the average
exchange rate for the year;
For the purpose of preparing the financial
statements of each entity, foreign currency
transactions of subsidiaries (i.e., currencies
other than the entity’s functional currency)
are recorded using the exchange rates
prevailing at the transaction date.
all resulting exchange differences are
recognised under “Foreign currency
translation adjustments” within other
comprehensive income;
The main exchange rates for the currencies
of non-euro zone countries used to prepare
the consolidated financial statements are
as follows (one euro = xx foreign currency):
Monetary items denominated in foreign
currencies are translated at the end of each
reporting period at the year-end rate.
Foreign exchange gains and losses
resulting from this translation at year-end
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06 consolidated financial statements
notes to the consolidated financial statements
Changes in the liability under put options
on non-controlling interests are accounted
for in line with the treatment applied upon
the acquisition of non-controlling interests
(see 2.1.2.).
Closing exchange rate
Canadian dollar
Pound sterling
2021
1.4358
0.8400
10.5194
4.5816
1.1368
2020
1.5633
0.8990
10.8715
4.5597
1.2271
Moroccan dirham
Polish zloty
If the option expires without being
exercised, the book value of the financial
liability is reclassified to equity.
American dollar
Average exchange rate
Canadian dollar
Pound sterling
2021
1.4847
0.8613
10.6417
4.5607
1.1833
2020
1.5306
2.1.5. ASSETS AND LIABILITIES
HELD FOR SALE AND
DISCONTINUED OPERATIONS
0.8847
10.8276
4.4474
1.1452
Moroccan dirham
Polish zloty
IFRS 5 – Non-current Assets Held for Sale and
Discontinued Operations requires a specific
accounting treatment and presentation of
assets held for sale and discontinued
operations (corresponding to operations that
have been disposed of or classified as held for
sale).
American dollar
2.1.4. LIABILITIES UNDER PUT
AND CALL OPTIONS
A non-current asset or group of directly
related assets and liabilities, is classified as
“held for sale” if its carrying amount will be
The Group may grant put options to
non-controlling shareholders of some of its
subsidiaries. The exercise price of these
options is generally measured based on
future performance and profitability. These
options may be exercised at any time or on a
specific date.
recovered principally through
a
sale
transaction rather than through continuing
use. For this to be the case, the asset (or asset
group) must be available for immediate sale
in its present condition and its sale must be
highly probable. Management must be
committed to the sale and the sale should be
expected to qualify for recognition as a
completed sale within one year of the date of
classification.
The Group initially recognises a liability
corresponding to the exercise price of put
options
granted
to
non-controlling
shareholders of the entities concerned. The
offsetting entry for this liability is deducted
from equity.
These assets (or disposal group) are
measured at the lower of their carrying
amount and estimated sale price less costs to
sell. These assets cease to be amortised from
the moment they qualify as “assets (or group
of assets) held for sale”. They are presented on
a separate line on the Group statement of
financial position, without restatement of
previous periods.
The difference between the Group’s liability
under put options and the book value of the
non-controlling interests is recognised as a
deduction from equity attributable to owners
of the parent. Put options are remeasured
each year; any subsequent changes in the
option relating to changes in estimates or to
the unwinding of the discount on the option
are also recognised in equity.
An operation discontinued, sold, or held for
sale is defined as a component of an entity
with cash flows that can be clearly
distinguished from the rest of the entity and
which represents a major, separate line of
business or area of operations. For all
published periods, income and expense
relating to discontinued operations are
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notes to the consolidated financial statements
presented separately in the income
statement under “Profit (loss) from
discontinued operations” and are restated in
the statement of cash flows.
is part of a single, coordinated plan to
dispose of a separate major line of business
or geographical area of operations; or
is a subsidiary acquired exclusively with a
view to resale.
Profit from discontinued operations
Profit from discontinued operations includes:
A discontinued operation is a component
which the Group has either disposed of or
has classified as held for sale, and which:
the post-tax profit or loss of discontinued
operations generated up until the disposal
date, or until the end of the reporting period
if the business was not disposed of by the
year-end;
represents a separate major line of business
or geographical area of operations;
the post-tax gain or loss recognised on the
disposal of continued operations that have
been disposed of by the year-end.
2.2.2. CHANGES IN OWNERSHIP
INTEREST
2.2. Changes in the scope
of consolidation
Econocom group’s scope of consolidation is
presented in note 2.3 “Main consolidated
companies”.
Infeeny
The Group has exercised all of its call options
regarding minority shareholders; Infeeny is
now wholly-owned at 31 December 2021.
2.2.1. ACQUISITIONS DURING
THE YEAR
2.2.3. CREATION OF COMPANIES
Groupe Trams
Abeilles Financement and Caroline 89
On 20 July 2021, the Group acquired a
majority stake of 60% in Trams Ltd, one of
Apple’s main B2B resellers in the United
Kingdom.
As part of the financing of the two tugs
acquired by Les Abeilles in June 2021, two
special purpose entities were created; the
Group consolidated them at that date,
considering that it controls them within the
meaning of IFRS 10 although it does not hold
the shares.
So-IT
At the end of December 2021, Exaprobe
acquired So-IT,
integration and security. It will be fully
consolidated from 1 January 2022.
a
specialist in network
Aciernet France
At the end of December 2021, an
operational subsidiary was created by
Exaprobe, which holds all of its shares. It
will be fully consolidated from 1 January
2022.
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06 consolidated financial statements
notes to the consolidated financial statements
Atos Finance Solutions
entities intended to be discontinued or
disposed of. Consequently, the 2020
On 30 June 2021, the Group created a
company with the Atos Group. The
Econocom Group holds an 85% stake in this
company.
income
statement
and
cash
flows
statement have been restated in order to
ensure comparability of periods.
Impacts on the income statement and
statement of cash flows
Grupo Econocom Espana
At the end of December 2021, a holding
company was created in Spain. It is
fully-owned by the Group.
The net income from these activities is
presented on a distinct line of the income
statement, under “Net income from
discontinued operations”. In accordance
with IFRS 5, comparative figures are
restated. The application of IFRS 5 impacts
the 2021 and 2020 consolidated income
statements as follows:
2.2.4. ASSETS/LIABILITIES
CLASSIFIED AS HELD FOR SALE,
DISCONTINUED OPERATIONS
In 2021, the Board of Directors updated the
list with some non-strategic activities and
in € millions
2021
62.1
2020 restated*
Revenue from operating activities
Operating expenses**
135.2
(133.7)
1.5
(69.8)
(7.7)
0.7
Profit (loss) from continuing operations
Other non-recurring operating income and expenses
Operating profit
2.9
(7.0)
(0.8)
(7.8)
0.4
4.3
Other financial income and expenses
Profit before tax
(0.6)
3.8
Income tax expense
(3.9)
(0.1)
Profit (loss) from discontinued operations
(7.4)
*
In addition to the changes in the list of discontinued companies, the 2020 income statement. In addition, the
2020 consolidated income statement is impacted by the reclassification of factoring and reverse factoring costs,
which are now recognised in profit (loss) from current operating activities (see 1.2.2.).
In accordance with IFRS 5, non-current assets were not amortised, amortisations which would have represented
€6.9 million in 2021, versus €8.8 million in 2020.
**
Cash flows from discontinued operations
restated. The application of IFRS 5 impacts
the 2021 and 2020 consolidated cash flow
tables as follows:
are also presented on a separate line of the
statement of cash flows. In accordance
with IFRS 5, comparative figures are
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2021 annual report
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notes to the consolidated financial statements
in € millions
2021
(6.4)
(0.6)
5.3
2020 restated*
Net cash flows from (used in) operating activities
Net cash flows from (used in) investing activities
Net cash flows from (used in) financing activities
1.2
7.3
(0.5)
Impact of change in exchange rate and changes
in method
(2.7)
-
Net cash flows from (used in) discontinued
operations
(4.5)
7.9
*
In accordance with IFRS 5, the restatement of the 2020 figures reflects the reclassification of operations
considered discontinued in 2021 to Net change in cash and cash equivalents from discontinued operations.
Assets and liabilities held for sale
The assets and liabilities of these activities are presented on separate lines of the statement of
financial position. At 31 December 2021 and 31 December 2020, the application of IFRS 5
impacted the consolidated statement of financial position as follows:
in € millions
31 Dec. 2021
6.1
31 Dec. 2020
6.0
Goodwill
Non-current assets
3Current assets
30.1
27.1
27.9
34.6
Cash and cash equivalents
Assets held for sale
Non-current liabilities
Current liabilities
Liabilities held for sale
4.8
6.6
69.0
2.8
74.3
5.6
27.9
23.8
30.7
29.5
Econocom Austria
2.2.5. ADJUSTMENTS TO
ACQUISITIONS MADE IN THE
PREVIOUS FINANCIAL YEAR
Following the discontinuation of the
Company’s operations, the Group decided
not to consolidate it as from the 1 June. The
income from the deconsolidation is
recognized in the income statement under
“Income from discontinued operations”.
There was no significant adjustment on the
acquisitions of the previous year.
2.2.6. DISPOSALS/LIQUIDATIONS
FOR THE FINANCIAL YEAR
JTRS
Aragon eRH
In June 2021, the Group entered into an
agreement to sell its entire stake in JTRS,
which was consolidated under associates
and joint ventures and was removed from
the scope of consolidation as of the 1 June.
In February 2021, the Group sold all of the
shares in Aragon eRH to Career Booster. The
capital gain is recognised in the income
statement
under
“Profit
(loss)
from
discontinued operations”.
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06 consolidated financial statements
notes to the consolidated financial statements
Econocom Brazil and its subsidiaries
Fifty-eight France
At the end of September 2021, the Group
sold its subsidiary Econocom Brazil mainly
to its local manager. The capital gain on the
disposal is recognised in the income
statement under “Profit (loss) from
discontinued operations”.
Following the discontinuation of its
operations, Fifty-eight was liquidated in
July 2021.
Gigigo Mobile Service
Econocom Products
&
Solutions SL
absorbed Gigigo Mobile Service with
retroactive effect from 1 January 2021.
Alter Way
In October 2021, the Group sold its shares in
Alter Way to the Smile Group. The capital
gain on the disposal is recognized in the
income statement under the line “other
non-recurring income and expenses”.
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2.3. List of consolidated companies
The Group’s main fully consolidated subsidiaries were as follows:
Cities/
Registration
number
Country
Name
2021
2020
%
%
%
%
interest
control interest
control
Holdings
Brussels /
0830.430.556
Belgium  
Econocom Finance SNC
100.00%
100.00%
100.00%
100.00%
Spain
Grupo Econocom Espana
Econocom SAS
Madrid
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
-
100.00%
100.00%
-
100.00%
100.00%
France
France
Puteaux
Econocom Systèmes SAS
Puteaux
Products & Solutions
Germany
Germany
Econocom Service GmbH
Frankfurt
Frankfurt
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
Energy Net
Gigigo do Brasil de
technologia
Brazil
Sao-Paulo
100.00%
100.00%
100.00%
100.00%
Econocom Products &
Solutions Belux SA/NV
Brussels /
0426.851.567
Belgium
Spain
100.00%
80.01%
100.00%
80.01%
100.00%
80.01%
100.00%
80.01%
Altabox
Gijón
Econocom Products &
Solutions SL (formerly
Caverin)
Spain
Madrid
100.00%
100.00%
100.00%
100.00%
Spain
Gigigo Mobile Services SL(3)
n/a
-
-
100.00%
100.00%
100.00%
100.00%
Econocom Products
& Solutions SAS
France
Puteaux
100.00%
100.00%
France/US/
Canada
Exaprobe/Aciernet group
Le Plessis-Robinson
80.00%
80.00%
80.00%
80.00%
Singapore
Italy
Italy
Asystel Italia
BDF
Milan
70.00%
100.00%
100.00%
100.00%
70.00%
100.00%
100.00%
100.00%
70.00%
100.00%
100.00%
100.00%
70.00%
100.00%
100.00%
100.00%
Milan
Luxembourg Econocom PSF SA
Luxembourg
Mexico
Mexico
Gigigo Mexico Srl de CV
BIS group
Netherlands,
Belgium
Ridderkerk
100.00%
100.00%
100.00%
100.00%
UK
UK
Groupe Trams
JTRS(1)
London
n/a
60.00%
-
60.00%
-
-
-
45.00%
45.00%
Services
Austria
Econocom Austria GmbH
n/a
n/a
-
-
-
-
100.00%
100.00%
100.00%
100.00%
Belgium
Econocom Belgium SA/NV(4)
Brussels /
0671.649.180
Belgium
Econocom Digitalent SA/NV
Econocom Managed Services
A2Z Solutions SA/NV
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
Netherlands,
Belgium
Brussels /
0432.093.428
Brussels /
0448.487.220
Belgium
Brazil
Spain
Spain
Econocom Brazil group
Com 2002 SL Nexica
Econocom Servicios
n/a
-
100.00%
100.00%
-
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
Barcelona
Madrid
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06 consolidated financial statements
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Cities/
Registration
number
Country
Name
2021
2020
%
%
%
%
interest
control interest
control
France
France
France
France
France
France
France
France
France
France
France
Alcion
Le Plessis-Robinson
99.48%
-
99.48%
-
99.48%
64.45%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
63.02%
99.48%
64.45%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
63.02%
Alter Way group
Aragon eRH
n/a
n/a
-
-
ASP Serveur SAS
Digital Dimension SAS
Econocom Solutions SAS
ESR SAS
La Ciotat
Puteaux
Puteaux
Le Plessis-Robinson
n/a
100.00%
100.00%
100.00%
100.00%
-
100.00%
100.00%
100.00%
100.00%
-
Fifty-eight SA
Helis Group
Paris
63.02%
100.00%
100.00%
63.02%
100.00%
100.00%
Infeeny
Puteaux
93.77%
93.77%
Econocom Apps. cloud & data Le Plessis-Robinson
100.00%
100.00%
Econocom Infogérance
Le Plessis-Robinson
Systèmes
France
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
Italy/Poland Bizmatica group
Milan
Luxembourg,
France,
Germany,
Romania,
USA/Ita./Spain
SynerTrade group
Luxembourg
Rabat
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
Morocco
Econocom Maroc SARL
Technology
Management
& Financing
Econocom
Deutschland GmbH
Germany
Germany
Belgium
Belgium
Franckfurt
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
Econocom Deutschland
Holding GmbH
Franckfurt
Brussels /
0476.489.635
Atlance SA/NV
Brussels /
0431.321.782
Econocom Lease SA/NV
Canada
Spain
Econocom Canada Inc.
Econocom SA (Spain)
Montreal
Madrid
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
Wilmington New
Castle Country
USA
Econocom Corporation
100.00%
100.00%
100.00%
100.00%
France
France
France
France
France
Abeilles Financement(2)
Caroline 89(2)
Paris
0.00%
0.00%
100.00%
100.00%
100.00%
85.00%
-
-
Paris
-
100.00%
-
-
100.00%
-
Atlance SAS
Puteaux
Puteaux
Puteaux
100.00%
85.00%
100.00%
Atos Finance Solutions
Econocom France SAS
100.00%
100.00%
100.00%
GIE Econocom
Enterprise Solutions
France
Puteaux
100.00%
100.00%
100.00%
100.00%
France
France
France
Lease Explorer
Lease Flow
Puteaux
Puteaux
Le Havre
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
Les Abeilles
Econocom Digital
Finance Limited
Ireland
Dublin
100.00%
100.00%
100.00%
100.00%
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Cities/
Registration
number
Country
Name
2021
2020
%
%
%
%
interest
control interest
control
Econocom International
Italia SpA
Italy
Milan
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
Luxembourg Econocom Luxembourg SA
Luxembourg
Luxembourg
Econocom Ré SA
Luxembourg
Luxembourg
Morocco
Mexico
The
Econocom Location Maroc SA Casablanca
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
Econocom Mexico SA de CV
Mexico
Utrecht
Econocom Financial
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
Netherlands Services International BV
The
Econocom Nederland BV
Netherlands
Utrecht
The
Econocom Public BV
Netherlands
Utrecht
Warsaw
Prague
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
Poland
Econocom Polska SP zoo
Czech
Republic
Econocom Czech Republic
Sro
Econocom International
Romania Srl
Romania
Bucharest
Lugano
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
100.00%
Switzerland Econocom Switzerland SA
UK Econocom Ltd
Richemond Upon
Thames
(1)
JTRS was consolidated under the equity method as of 31 December 2020.
Entities consolidated as special purpose entities.
Gigigo Mobile Services SL merged with Econocom Products & Solutions SL with retroactive effect from
(2)
(3)
1 January 2021.
(4)
Econocom Belgium SA/NV merged with the Belgian entity Econocom Managed Services with retroactive effect
from 1 April 2021.
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06 consolidated financial statements
notes to the consolidated financial statements
2.4. Contingent acquisition-related liabilities
The
contingent
acquisition-related
have put options) on the remaining shares
it does not already own, allowing it to
acquire all or part of the share capital of the
following entities: Altabox, Asystel Italia,
Bizmatica, Exaprobe, Helis, and Trams.
Under these options, Econocom agreed to
acquire the shares and also has the right to
be sold the shares by the non-controlling
shareholders.
liabilities include options to commit to buy
back non-controlling interests, contingent
consideration and deferred payments,
most of which have been granted subject
to attainment of future financial targets.
They are thus dependent on the estimated
future performance of the entities
concerned (e.g. EBIT multiples, expected
future cash flows, etc.).
The table below shows changes in
contingent acquisition-related liabilities
over the year:
At the end of 2021, the Group has call
options (and non-controlling shareholders
Total
contingent
acquisition-
related
Put and call
options on
non-controlling consideration
interests
Contingent
Deferred
payments
Current Non-current
in € millions
portion
portion
liabilities
31 Dec. 2020
50.9
4.8
6.3
61.9
13.4
48.5
Disposals
and IFRS 5
(6.5)
-
-
(6.5)
Increases against
equity or goodwill
8.1
-
-
8.1
Disbursements
(0.7)
(3.2)
(5.6)
(9.5)
Change in fair
value through
equity
3.0
-
-
-
-
3.0
Reclassification/Others
(0.2)
(0.2)
Change in fair
value through
profit (loss)
from non-current
operating
-
-
-
-
activities
Change in fair
value through
profit (loss) from
current operating
activities
-
-
-
-
31 Dec. 2021
54.6
1.5
0.6
56.7
47.1
9.6
Put options on non-controlling interests
are classified in “Other liabilities”, with
changes in fair value recognised in equity.
Cross-option liabilities and contingent
consideration liabilities are measured
based
on
the
estimated
future
performance of the entities concerned (e.g.
EBIT multiples, expected future cash flows,
etc.).
Contingent consideration and deferred
payments are classified within financial
liabilities (see note 13.3).
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2.5. Main impacts of the Covid-19 pandemic
As mentioned in Chapter
1
of the
become irrecoverable due to the crisis
management report, the Econocom Group
faced supply chain difficulties due to
Covid-19 and its consequences on the
global economy, which particularly affected
linked to the Covid-19 pandemic
represented an insignificant amount at the
end of December 2021. All these costs are
presented under “Other non-current
operating expenses” as referred to in note 5
“Other non-recurring operating income
and expenses”.
Products
Management & Financing and resulted in a
significant increase in backlog at
31 December 2021.
&
Solutions and Technology
The impairment tests on goodwill and
other long term assets (using methods and
assumptions described in 9.3.) had no
impact on the other non-recurring
operating expenses.
In terms of expenses, the Group incurred
incremental costs during the 2021 financial
year (purchases of masks, gel, etc.). In
addition, losses on receivables that have
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189
06 consolidated financial statements
notes to the consolidated financial statements
3. Segment information
The segment information presented in
accordance with IFRS 8 has been prepared
on the basis of internal management data
disclosed to the Executive Committee, the
Group’s primary operating decision-maker
with respect to allocating resources and
assessing performance.
For management purposes, the Group
wanted to once again separate Products &
Solutions, Services and Technology,
Management & Financing, to this end, the
segment information presented in
accordance with IFRS 8 follows the same
segmentation.
Combined strategic
operating business
segments
Description
Countries
Services ranging from the design of
Germany, Brazil, Belgium,
Canada, Spain, France, United
States, Italy, Luxembourg,
Mexico, Netherlands, United
Kingdom and Singapore.
solutions to their deployment, including
the sale of hardware and software (PCs,
tablets, servers, printers, licences, digital
objects, etc.) and systems integration.
Products & Solutions
Support for transformation towards
the new digital world through our
expertise (in consulting, infrastructure
management, application development
and integration of digital solutions).
Belgium, Spain,
France, Luxembourg,
Morocco and the Netherlands.
Services
Germany, Belgium, Canada,
Spain, United States, France,
Ireland, Italy, Luxembourg,
Netherlands, Poland
Innovative, tailored financing solutions
to ensure more effective administrative
and financial management of the ICT
and digital assets of the businesses.
Technology Management
& Financing
and United Kingdom.
Each segment has a specific profitability
profile and has its own characteristics;
segments are managed depending on the
type of products and services sold in their
economic and geographical environments.
Sales and transfers between segments are
carried out on arm’s-length terms and are
eliminated
according
to
standard
consolidation principles.
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notes to the consolidated financial statements
3.1. Information by operating business segment
The following table presents the contribution of each operating business segment to
the Group’s results:
Technology
Products &
in € millions
Services Management
& Financing
Total
Solutions
2021 revenue
Revenue from external
customers
1,067.5
128.2
516.3
44.9
920.9
7.2
2,504.7
180.3
Internal operating revenue
Total – Revenue from
operating segments
1,195.7
561.2
928.1
2,685.0
Profit (loss) from continuing
operations(1)
53.5
(0.2)
53.3
42.5
-
39.8
(2.0)
37.8
135.7
(2.2)
Amortisation of intangible
assets from acquisitions
Profit (loss) from continuing
operations
42.5
133.5
(1)
Before amortisation of intangible assets from acquisitions.
Technology
Services Management
& Financing
Products &
in € millions, restated*
Total
Solutions
2020 revenue
Revenue from external
customers
1,072.6
553.7
47.4
601.1
894.3
4.9
2,520.7
214.9
Internal operating revenue
162.6
Total – Revenue from
operating segments
1,235.2
899.2
2,735.6
Profit (loss) from continuing
operations(1)
46.6
35.2
-
37.8
(2.0)
35.8
119.6
(2.1)
Amortisation of intangible
assets from acquisitions
(0.1)
Profit (loss) from continuing
operations
46.5
35.2
117.5
*
In accordance with IFRS 5 (see 2.2.4.), 2020 income and expenses of operations considered discontinued in 2021
are reclassified to “Profit (loss) from discontinued operations” in the 2020 income statement. In addition, the 2020
consolidated income statement is impacted by the reclassification of factoring and reverse factoring costs, which
are now recognised in profit (loss) from current operating activities (see 1.2.2.)
(1)
Before amortisation of intangible assets from acquisitions.
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06 consolidated financial statements
notes to the consolidated financial statements
Internal transactions include:
sales of goods and services: the Group
ensures that these transactions are
performed at arm’s length and that it does
not carry any significant internal margins;
The Group’s segment profit corresponds to
“Profit (loss) from continuing operations”.
This corresponds to operating profit before
non-recurring operating income and
expenses and amortisation of intangible
assets from acquisitions.
cross-charging
personnel costs.
of
overheads
and
3.2. Breakdown of revenue by region
The contribution of each operating business segment by region of origin to the Group’s
revenue is detailed below:
in € millions
Technology
Products &
Solutions
2021 revenue
Services
Management
& Financing
2021
France
600.0
144.2
163.5
370.3
81.2
64.8
-
374.4
106.8
236.5
182.3
20.9
1,344.6
332.2
Benelux
Southern Europe
Northern & Eastern Europe
Americas
464.8
269.0
93.9
86.7
73.0
-
Total
1,067.5
516.3
920.9
2,504.7
in € millions
Technology
Management
& Financing
Products &
Solutions
2020 revenue restated*
Services
2020 restated*
France
669.3
138.2
133.2
403.6
88.4
61.8
-
354.9
120.4
229.8
175.9
13.3
1,427.8
347.0
424.8
226.3
Benelux
Southern Europe
Northern & Eastern Europe
Americas
50.4
81.6
-
94.9
Total
1,072.6
553.7
894.3
2,520.7
*
In accordance with IFRS 5 (see 2.2.4.), 2020 income and expenses of operations considered discontinued in 2021
are reclassified to “Profit (loss) from discontinued operations” in the 2020 income statement.
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notes to the consolidated financial statements
4. Profit (loss) from current
operating activities
Profit (loss) from current operating
activities includes all income and expenses
that arise directly from the Group’s
business, both recurring items and items
resulting from one-off decisions or
transactions.
Profit (loss) from current operating
activities, representing profit (loss) from
operating activities restated for other
non-recurring income and expenses, is an
analytical line item intended to facilitate
the understanding of the Group’s operating
performance.
4.1. Income from contracts with customers
Revenue from contracts with customers by business line breaks down as follows:
in € millions
2021 2020 restated*
Products & Solutions
1,067.5
1,072.6
553.7
Services
516.3
920.9
Technology Management & Financing
Total revenue from continuing operations
894.3
2,504.7
2,520.7
*
In accordance with IFRS 5 (see 2.2.4.), 2020 income and expenses of operations considered discontinued in 2021
are reclassified to “Profit (loss) from discontinued operations” in the 2020 income statement.
obligation by providing the customer with
the promised good or service.
4.1.1. REVENUE RECOGNITION:
ACCOUNTING PRINCIPLES
A performance obligation is satisfied when
control of the good or service is transferred
to the customer. This transfer may take
place at a point in time or over time.
Revenue is recognised:
Revenue recognition
The revenue recognition method varies
depending on the nature of the
performance obligations of the contract
binding Group entities and their respective
customers. Performance obligations are
the goods or services promised in the
contract.
over time when one of the following
conditions is fulfilled:
the customer receives the benefits of
the service as the entity performs
such services,
The performance obligation is the unit of
account for revenue recognition: the price
of the contract is allocated to each
individual performance obligation, and
a pattern of revenue recognition is
determined for each such obligation.
the customer obtains control of the
asset as the asset is created,
the final asset has no alternative use
for the entity and the entity has an
enforceable right to payment for
performance completed to date;
Econocom recognises revenue when it has
satisfied (or as it satisfies) a performance
2021 annual report
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06 consolidated financial statements
notes to the consolidated financial statements
in full at a point in time, namely at
completion, in all other cases.
maintenance activities operated by
Econocom: revenue is recognised on a
percentage-of-completion basis;
Application to the Group’s various
businesses
activities involving the loan of employees
under
time-and-materials
contracts:
Sale of assets
revenue is recognised on a time-spent
basis;
Revenue is recognised when the goods are
delivered and ownership is transferred,
when the following conditions are met:
development of applications under fixed
price contracts: revenue is recognised on
a
percentage of completion basis as
the Group has transferred to the buyer
the significant risks and rewards of
ownership of the goods;
control is transferred;
infrastructure installation projects: the
percentage-of-completion method still
applies insofar as the transfer of control
takes place over time.
the Group retains neither continuing
managerial involvement to the degree
usually associated with ownership nor
effective control over the goods sold.
For certain fixed-price contracts providing
for number of different service
a
Finance lease sales
obligations, the transaction price may
sometimes be reallocated to the various
performance obligations on a case-by-case
basis in order to reflect the economic value
of the services rendered (which may differ
from their contractual value).
In accordance with IFRS 16, the revenue
recognition rules differ depending on the
type of contract (see 4.1.2.).
Sales of services
For contracts separated into stages,
revenue and margin are recognised
depending on the stage of completion in
accordance with the method that best
reflects the transfer of goods and services
to the customer. This results in the
recognition of revenue accruals or deferred
income when invoicing does not reflect the
The following types of contracts and
activities are covered:
outsourcing contracts: these contracts
are split into a “build” phase and a “run”
phase when the deliverables are distinct;
revenue from the two phases is
recognised as and when control is
transferred. For the “build” phase to be
deemed distinct, it must be representative
of a service from which the customer can
benefit distinctly from the delivery of the
“run” phase. If this is not the case,
the revenue may only be recognised as
the recurring services are performed, and
the costs of the “Build” phase must be
capitalised if they create a resource that
will be used for the future delivery of
services;
stage of completion of the work.
A
contingency provision for the expected loss
on a project is recognised if the cost of the
project is greater than the expected
revenue.
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notes to the consolidated financial statements
Management has made
a
significant
“Principal” versus “agent”
considerations
judgement related to principal versus
agent considerations. The impact on the
presentation of reported revenue is as
follows:
In the course of its business, the Group may
be required to resell equipment, software
and services purchased from third parties.
For the supply of these goods and services,
Econocom may act as either principal or
agent.
on a gross basis when Econocom is a
principal;
net of the cost of sales when Econocom is
an agent.
Econocom is a principal if its “performance
obligation” requires it to provide goods
and/or underlying services to the customer.
This means that Econocom therefore
controls the good or service before it is
transferred to the customer.
Presentation in the balance sheet
Services in progress at the end of the
reporting period are recognised in revenue
accruals and are estimated based on the
sale price. If accrued revenue constitutes an
unconditional right to a consideration, i.e., if
the passage of time is sufficient for
payment of the consideration to fall due,
Econocom also records direct deliveries on
the principal basis. By direct deliveries, we
understand the sale of materials stored in
the warehouses of Econocom’s suppliers
and shipped directly to the end customer.
the accrued revenue will constitute
a
receivable. In all other cases, it constitutes
the contract assets. Revenue accruals are
classified in “Trade and other receivables”.
These flows are recognised on the principal
basis because the Econocom group:
contractually sets the prices paid by
the end customer;
Advance
payments
received
from
customers and prepaid income are the
contract liabilities. They are classified in
“Other current liabilities”.
has the capacity to choose, up until
the last moment, whether to go ahead
with a direct delivery;
Contract performance costs are costs that
are directly assigned to
a
customer
is responsible to the end customer for
acceptance of equipment;
contract and have not yet been rebilled. For
example, they may include dedicated
inventories in transit, costs allocated to
service obligations, transition fees in
outsourcing contracts or marginal costs
from obtaining contracts (i.e., costs that
Econocom would not have incurred if it
had not won the contract). These costs are
capitalised if Econocom expects to recover
them. They are then classified in “Other
current assets”.
is responsible for the management of
equipment returns if necessary,
The Econocom group is an agent if its
“performance obligation” requires it to
arrange for a third party to provide goods
or underlying services, without being able
to direct use and obtain key economic
benefits. In this case, Econocom does not
control the goods and services before they
are transferred to the customer.
2021 annual report
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06 consolidated financial statements
notes to the consolidated financial statements
residual financial value represents the
amount for which the Group undertakes
to repurchase the equipment upon expiry
of the lease;
4.1.2. LEASE ACCOUNTING
Virtually all leases entered into by the
Technology Management
&
Financing
business as lessor are finance leases, and
Econocom acts as a dealer-lessor, although
operating leases may also occasionally be
contracted.
lease payments due by lessees are paid
directly to the refinancing institutions on
a non-recourse basis, which means that
the Group transfers the risk of payment
default.
4.1.2.1. Finance leases
From
a
legal standpoint, the Group
The Group identifies finance lease contracts,
as opposed to the operating leases, using
the criteria set out in IFRS 16. A lease is
classified as a finance lease (rather than an
operating lease) if it transfers substantially
all the risks and rewards incidental to
ownership. When determining whether a
lease transfers substantially all the risks and
rewards incidental to ownership and should
therefore be classified as a finance lease,
the Group generally uses (i) the fair value
criterion, and then (ii) the economic life
criterion even if title is not transferred. At
the beginning of the lease, the discounted
value of the minimum lease payments
must be equal to almost the entire fair
value of the leased asset. In practice, as it is
the Group’s policy not to use its equity to
fund leases and to limit its risk on residual
value, operating leases are fairly rare.
relinquishes ownership of the equipment
on the date of sale to the refinancing
institution and recovers ownership at the
end of the lease term by repurchasing the
equipment. In some cases, the Group asks
the refinancing institutions to grant it
invoicing and payment agency on their
behalf. This does not alter the transfer of
the risk of payment default from the
lessees to the refinancing institutions.
Econocom acts as a dealer lessor and
therefore recognises a margin as from the
inception of the lease. Revenue, cost of
sales and the residual interest in leased
assets are recognised progressively as
assets are delivered, pro rata to the
amount of each delivery.
IFRS 16 states that initial recognition of a
lease
must
take
place
at
the
Finance leases where the Group is lessor
are mainly refinanced contracts in which:
commencement of the lease term, i.e., the
date from which the lessee is entitled to
exercise its right to use the leased asset.
The provisions of the Group’s General Lease
Conditions define this date as the date on
which the leased asset is delivered, which is
officially confirmed when the Statement of
Acceptance is signed.
the lease contracts and equipment are
sold to refinancing institutions at an
all-inclusive
price
representing
the
present value of future minimum lease
payments receivable and the residual
financial value of the equipment;
Certain sales and lease-backs in the event
that Econocom is not considered
dealer-lessor the following are recorded:
a
in accordance with IFRS 9 (to which
IFRS 16 refers) when the conditions for
recognising a sale within the meaning of
IFRS 15 between the lessee and Econocom
are not met;
196
2021 annual report
consolidated financial statements 06
notes to the consolidated financial statements
in accordance with IFRS 16 (direct finance
lease) if the transfer of the asset to
Econocom by the lessee meets the criteria
set out in IFRS 15.
The cost of sales represents the purchase
cost of the asset.
The Group’s residual interest in the leased
assets is deducted from the cost of sales
based on its present value.
In both cases, Econocom recognises a
financial asset. Revenue is not recognised
at the transaction date and financial
income relating to operating activities is
recognised over the entire lease term
based on the interest rate implicit in the
lease.
4.1.2.2. Operating leases
When the Econocom group retains all the
risks associated with the lease and there is
no transfer of the main risks and benefits
associated with the ownership of the asset,
operating leases are recognised as follows:
In the case of a sale without recourse to a
refinancing institution of a sale and leaseback
agreement, only the corresponding margin is
recognised at the date of sale.
Balance sheet
The leased equipment is recorded as an
asset in the balance sheet and depreciated
on a straight-line basis over the duration of
the contract to write it down to its residual
value, which represents the Company’s
residual interest in the asset at the end of
the lease term.
Regardless if they are sale & lease-back
contracts or not, Finance leases are
recognised as follows:
Balance sheet
For each lease, the Group’s residual interest
in the leased assets (see note 11.1) is
recognised in assets and the gross liability
for purchases of leased assets (defined in
note 11.2) is recognised in liabilities.
Income statement
Income statement entries are made on a
periodic basis with the invoiced lease
payments recorded as revenue and
the depreciation described above recorded
as an expense.
Income statement
Revenue on these contracts corresponds to
the present value of future minimum lease
payments (corresponding to the payments
that the lessee is required to make
throughout the realisation period and the
lease term).
4.1.2.3. Lease extensions
Revenue is recognised on lease extensions
in line with the initial classification of the
lease, i.e.:
if the initial contract was classified as an
operating lease, revenue from the
extension of the lease will be deferred over
the period of the lease extension;
Financial income not yet acquired from
lease payments is recognised in the
income statement when the contracts are
refinanced.
if the initial contract was classified as a
finance lease, revenue from the extension
of the lease will be recognised in full on
the last day of the initial contract.
The impacts of discounting only concern
the “Gross liability for purchases of leased
assets” (see note 11.2) and the “Residual
interest in leased assets” (see note 11.1)
items.
2021 annual report
197
06 consolidated financial statements
notes to the consolidated financial statements
4.2. Employee benefits expense
The following table presents a breakdown of employee benefits expense:
in € millions
2021 2020 restated*
Wages and salaries
(336.1)
(332.2)
(114.4)
(18.5)
Social costs
(109.1)
(24.0)
Other employee benefits expenses
Total
(469.3)
(465.1)
*
In accordance with IFRS 5 (see 2.2.4.), 2020 income and expenses of operations considered discontinued in 2021
are reclassified to “Profit (loss) from discontinued operations” in the 2020 income statement.
Expenses relating to defined benefit
pension plans and included in other
employee benefits expense concern the
Group’s subsidiaries in France, Italy and
Belgium. The characteristics of these plans
are set out in note 17.
The breakdown of the average Group’s employees is defined according to the operating
business segment to which they belong:
2021
1,488
5,800
685
2020
1,449
6,296
638
Products & Solutions
Services
Technology Management & Financing
Holding and support functions
Total
215
209
8,188
8,592
198
2021 annual report
consolidated financial statements 06
notes to the consolidated financial statements
4.3. Government grants
Government grants are recognised as a
deduction from costs (e.g. wages and
salaries), or within other operating income
and expenses, as appropriate.
unoccupied resources due to the Covid-19
crisis. The net cost of these subsidies is
recognised as indicated in section 2.5.
Tax credits equivalent to subsidies
Government grants are only recognised
when the Group is certain to collect them.
In accordance with IAS 20, the Group
applies different accounting treatment for
grants related to assets (or investment
subsidies) and grants related to income.
Tax credits are accounted for depending on
the tax treatment applicable in each
country:
if the tax credit is only calculated based
on specific expenses, does not adjust the
calculation of the subsidiary’s taxable
profit, is not limited by the tax liability of
the subsidiary, and may be refunded in
cash, it is treated as a grant within the
meaning of IAS 20 “Accounting for
Government Grants and Disclosure of
Government Assistance” and included
within profit (loss) from operating
activities;
Grants related to assets are recognised in
profit or loss over the periods in which the
Group expenses the costs that the grants
are intended to compensate. In practice,
they are recognised over the periods and in
the proportions in which depreciation
expense is recognised on the depreciable
asset covered by the grant, with the
deferred income recognised in liabilities.
Grants related to income are recognised to
offset the costs that they are intended to
cover.
in all other cases it is recognised within
income tax.
French tax credits known as the Crédit
d’Impôt Recherche (CIR) are recognised as
government grants.
In 2021, the Group benefited from various
subsidies aimed at limiting the cost of its
4.4. External expenses
The following table presents a breakdown of external expenses:
in € millions
2021 2020 restated*
Fees paid to intermediaries and other professionals
Agents’ commissions
(45.6)
(22.7)
(10.9)
(47.9)
(30.9)
(10.8)
External services (maintenance, insurance, etc.)
Other external expenses (subcontracting,
public relations, transport, etc.)
(35.6)
(37.7)
Total
(114.7)
(127.2)
*
In accordance with IFRS 5 (see 2.2.4.), 2020 income and expenses of operations considered discontinued in 2021
are reclassified to "Profit (loss) from discontinued operations” in the 2020 income statement.
2021 annual report
199
06 consolidated financial statements
notes to the consolidated financial statements
4.5. Depreciation, amortisation and provisions
Additions to and reversals of depreciation, amortisation and provisions break down as
follows:
in € millions
2021 2020 restated*
Intangible assets: franchises, patents, licences and similar rights,
business assets
(9.9)
(10.9)
Property, plant and equipment (leased assets)
Other property, plant and equipment
Depreciation and amortisation
(19.5)
(10.2)
(20.3)
(9.3)
(39.6)
(40.5)
Additions to and reversals of provisions for operating
contingencies and expenses
4.6
1.4
Total
(35.0)
(39.1)
*
In accordance with IFRS 5 (see 2.2.4.), 2020 income and expenses of operations considered discontinued in 2021
are reclassified to “Profit (loss) from discontinued operations” in the 2020 income statement.
4.6. Net impairment losses on current and non-current
assets
in € millions
2021 2020 restated*
Impairment of inventories
(1.1)
3.2
(1.4)
1.5
Reversals of impairment of inventories
Net impairment losses/gains – inventories
Impairment of doubtful receivables
Reversals of impairment of doubtful receivables
Gains and losses on receivables
Net impairment losses/gains – trade receivables
Total
2.1
0.1
(6.9)
26.4
(12.5)
7.0
(27.2)
42.6
(9.2)
6.2
9.1
6.3
*
In accordance with IFRS 5 (see 2.2.4.), 2020 income and expenses of operations considered discontinued in 2021
are reclassified to "Profit (loss) from discontinued operations” in the 2020 income statement.
200 2021 annual report
consolidated financial statements 06
notes to the consolidated financial statements
4.7. Other recurring operating income and expenses
Other recurring operating income and expenses break down as follows:
in € millions
2021 2020 restated*
Cross-charging and indemnities received
4.7
-
15.8
0.5
Capital losses on sales of tangible and intangible assets –
recurring operating activities
Cross-charging and indemnities paid
(0.6)
(6.6)
Total
4.1
9.8
*
In accordance with IFRS 5 (see 2.2.4.), 2020 income and expenses of operations considered discontinued in 2021
are reclassified to "Profit (loss) from discontinued operations” in the 2020 income statement.
4.8. Financial income – operating activities
The following table breaks down finance income and expenses relating to operating
activities by type of income/expenses:
in € millions
2021 2020 restated*
Financial income related to Technology Management
& Financing operations
17.4
23.3
Miscellaneous financial income from operating activities
0.3
0.8
Total financial income – operating activities
17.7
24.2
Financial expenses related to Technology Management &
Financing operations
(12.5)
(19.1)
Miscellaneous financial expenses from operating activities
(6.3)
1.4
(3.8)
(2.1)
Exchange losses
Total financial expenses – operating activities
Total
(17.4)
0.3
(25.0)
(0.8)
*
In accordance with IFRS 5 (see 2.2.4.), 2020 income and expenses of operations considered discontinued in 2021
are reclassified to "Profit (loss) from discontinued operations” in the 2020 income statement. In addition, the 2020
consolidated income statement is impacted by the reclassification of factoring and reverse factoring costs, which
are now recognised in current profit (loss) from operating activities (see 1.2.2.).
Financial income and expenses relating to
Technology Management Financing
Net exchange losses result mainly from
fluctuations in the pound sterling and US
dollar.
&
operations reflect the unwinding of the
discount during the year on the gross
liability for purchases of leased assets, the
Group’s residual interest in leased assets
and lease payments outstanding.
2021 annual report
201
06 consolidated financial statements
notes to the consolidated financial statements
5. Other non-recurring operating
income and expenses
Other non-recurring operating income and
expenses mainly include:
material gains and losses on disposals of
property, plant and equipment and
intangible assets, or of operating assets
and continuing operations;
restructuring costs and costs associated
with downsizing plans;
goodwill impairment losses;
the costs of relocating premises;
and, more generally, income and
expenses that are deemed unusual in
terms of their frequency, nature or
amount.
costs relating to acquisitions (acquisition
fees);
changes
in
the
fair
value
of
acquisition-related liabilities (contingent
consideration); changes in the fair value of
put and call options to buy out
non-controlling interests are recognised
directly in equity;
in € millions
2021
2020 restated*
Restructuring costs
(7.8)
(13.6)
Cost of vacant space and impairment of non-current
assets
(5.0)
(8.6)
Costs linked to the Covid-19 pandemic
Other
(1.0)
(5.6)
(8.0)
(0.5)
Other non-current operating income
and expenses
(14.3)
(35.8)
*
In accordance with IFRS 5 (see 2.2.4.), 2020 income and expenses of operations considered discontinued in 2021
are reclassified to “Profit (loss) from discontinued operations” in the 2020 income statement.
Costs linked to reorganisations correspond
to the continuation during the period of
the performance improvement plans.
These costs net of provision writebacks,
amounted to €7.8 million; they mainly
relate to the Services and Technology
Management and Financing activities.
this category. The presentation under the
heading “Other non-recurring operating
income and expenses” was relevant to the
understanding of the Group’s financial
performance. They were mainly costs
directly and specifically incurred to enable
the continuation of activity (purchase of
masks, gels, signs, computer licenses and
equipment, spending on the refurbishment
of premises, etc.). In addition, still on the
basis of the definition above, “Other
non-recurring operating income and
expenses” included the net costs of
resources which are vacant as a result of
the health crisis (expenses which the Group
is still responsible for, for staff on sick leave
In 2020, other non-current operating
expenses included the costs linked to the
Covid-19 pandemic. In accordance with its
definition of “Other non-current operating
income and expenses” noted above, the
Group
had
put
certain
additional
significant costs, which would not have
been incurred without the health crisis, in
202 2021 annual report
consolidated financial statements 06
notes to the consolidated financial statements
or short-time work, net of the support
measures put in place by the various
governments, compensation paid to
sub-contractors, etc.). Once the health crisis
was over and as soon as these resources
ceased to be vacant, their costs will once
again be classified under profit (loss) from
current operating activities.
Lastly, other non-recurring income and
expenses include capital gains on disposals
as well as expenses and charges incurred in
connection with unusual events.
6. Net finance income (expense)
in € millions
2021
2020 restated*
Convertible bonds (OCEANEs) buybacks
Net finance income
0.2
0.9
0.1
3.3
Financial income
3.5
1.0
Interest on short-term financing
Expenses on non-current liabilities
Financial expenses on bonds
(2.4)
(0.2)
(7.8)
(2.6)
-
(9.7)
Interest cost of retirement benefits and other
post employment benefits
(0.2)
(0.3)
Interest expense on lease liabilities (IFRS 16)
Other financial expenses
(1.5)
(1.2)
(1.4)
(0.2)
Financial expenses
(13.3)
(9.8)
(14.2)
(13.2)
Net financial expense
*
In accordance with IFRS 5 (see 2.2.4.), 2020 income and expenses of operations considered discontinued in 2021
are reclassified to “Profit (loss) from discontinued operations” in the 2020 income statement. In addition, the 2020
consolidated income statement is impacted by the reclassification of factoring and reverse factoring costs, which
are now recognised in current profit (loss) from operating activities (see 1.2.2.).
Other financial income includes capital gains on the disposal of investment securities.
2021 annual report 203
06 consolidated financial statements
notes to the consolidated financial statements
7. Income taxes
Income tax expense for the year includes
current taxes and deferred taxes.
Deferred taxes are determined based on
the way in which the Group expects to
recover or pay the book value of the assets
and liabilities using the tax rates that have
been enacted or substantially enacted at
the reporting date.
Current tax is (i) the estimated amount of
tax due in respect of taxable profit for a
given period, as determined using tax rates
that have been enacted or substantively
enacted at the end of the reporting period,
(ii) any adjustments to the amount of
current tax in previous periods, and (iii) any
other tax calculated on a net amount of
income and expenses.
Deferred tax assets and liabilities are not
discounted and are offset when they relate
to the same tax entity. They are classified in
the balance sheet as non-current assets
and liabilities.
Deferred taxes are accounted for using the
Deferred tax assets are only recognised to
the extent that it is probable that future
taxable profit will be available against
which deductible temporary differences or
tax losses and tax credit carry forwards can
be utilised.
liability
method
for
all
temporary
differences between the book value
recorded in the consolidated balance sheet
and the tax bases of assets and liabilities,
except for non-tax deductible goodwill.
7.1. Recognition of current and deferred taxes
in € millions
Notes
2021
(28.9)
0.5
2020 restated*
Current tax
(15.0)
Movements in tax provisions
Deferred tax
16
0.4
7.2
(3.3)
(3.6)
Total
(31.7)
(18.2)
*
In accordance with IFRS 5 (see 2.2.4.), 2020 income and expenses of operations considered discontinued in 2021
are reclassified to “Profit (loss) from discontinued operations” in the 2020 income statement.
Effective tax rate
in € millions
2021
109.4
(31.7)
2020 restated*
68.5
Profit before tax on continuing operations
Income tax on the profit of continuing operations
Effective tax rate as a percentage of profit before tax
(18.2)
29.0%
26.5%
26.6%
Effective income tax rate (excluding CVAE and IRAP)
19.9%
*
In accordance with IFRS 5 (see 2.2.4.), 2020 income and expenses of operations considered discontinued in 2021
are reclassified to “Profit (loss) from discontinued operations” in the 2020 income statement.
204 2021 annual report
consolidated financial statements 06
notes to the consolidated financial statements
The income tax expense amounted to
€29.0 million, plus €2.7 million from tax on
value added in France (CVAE) and from the
IRAP tax (Imposta Regionale sulle Attività
Given the profit (loss) before tax of
continuing operations of €109.4 million, the
effective tax rate reported reached 29.0%
(compared with 26.6% in 2020 restated;
excluding CVAE/IRAP, the effective tax rate
was 26.5% in 2021 (19.9% adjusted in 2020).
Produttive) in Italy, for
a
total of
€31.7 million.
Reconciliation between theoretical tax expense and effective tax expense
in € millions
2021
2020 restated*
Profit before tax on continuing operations
109.4
68.5
Theoretical tax expense at current Belgian rate
(25.00% in 2021 and 2020)
(27.3)
(17.1)
Unrecognised tax losses arising in the year
Recognition of previous deficits
(6.1)
5.3
-
(1.8)
-
Derecognition of previously recognised tax losses
Previously unrecognised tax losses used in the year
Adjustment to current and deferred tax
(2.3)
1.0
0.4
(5.9)
0.5
Effect of foreign income tax rates and changes in foreign
income tax rates
0.7
0.7
Tax credits and other
0.5
3.3
0.7
5.0
Other permanent differences
Effect of taxes other than on income(1)
Total differences
(2.7)
(4.3)
(31.7)
(4.9)
(1.1)
Effective income tax expense
(18.2)
*
In accordance with IFRS 5 (see 2.2.4.), 2020 income and expenses of operations considered discontinued in 2021
are reclassified to “Profit (loss) from discontinued operations” in the 2020 income statement.
Taxes other than on income relate to taxes assessed on value added that meet the requirements of IAS 12. For
Econocom, this relates to the tax on value added in France (net of income tax) and to the IRAP tax (Imposta
Regionale sulle Attività Produttive) in Italy.
(1)
2021 annual report 205
06 consolidated financial statements
notes to the consolidated financial statements
7.2. Deferred tax assets and liabilities
Analysis of deferred tax assets and liabilities
Changes
in scope
of
Income/
Other
Reclas.
in assets/
Liabilities
held
expense
compre-
31 Dec.
2020
for the
year
Reclassi-
fications
31 Dec.
2021
in € millions
hensive
income
(equity)
consoli-
dation
and
(income
statement)
for sale
other
Pension obligations
8.1
0.2
(0.9)
-
0.2
-
-
(0.1)
7.4
5.4
Temporary
differences arising
on provisions
7.6
(2.0)
(0.4)
0.2
Other assets
and liabilities*
23.1
18.7
(12.5)
3.4
-
(0.1)
(4.8)
0.8
-
-
-
0.1
5.7
22.9
(3.4)
Tax loss carryforwards
-
-
Impact of netting
DTA/DTL
(19.7)
16.8
(0.2)
(0.2)
Total deferred
tax assets
37.8
(11.0)
(1.1)
12.7
(0.2)
(0.1)
38.0
*
Includes deferred tax assets related to the Italian excess depreciation.
Deferred tax
on TMF business
(25.1)
(7.2)
0.8
11.9
-
-
-
-
-
-
(0.2)
3.1
(0.2)
-
-
(13.6)
(4.0)
(2.1)
Amortisable
intangible assets
-
-
Other assets
and liabilities
(2.5)
-
(0.2)
(16.7)
(13.9)
(0.3)
0.2
-
Impact of netting
DTA/DTL
19.6
0.2
-
3.4
Total deferred
tax liabilities
(11.8)
9.4
(16.3)
Net deferred tax
assets (liabilities)
26.0
(1.6)
(1.1)
(1.3)
(0.2)
(0.1)
21.6
in € millions
31 Dec. 2021
31 Dec. 2020
Recoverable within 12 months, before netting DTA/DTL,
by tax jurisdiction
7.7
(1.9)
Recoverable after 12 months, before netting DTA/DTL,
by tax jurisdiction
13.9
27.9
Net deferred tax assets (liabilities)
21.6
26.0
206 2021 annual report
consolidated financial statements 06
notes to the consolidated financial statements
Tax loss carryforwards
At 31 December 2021, the Group’s tax loss
carryforwards amounted to €184.7 million,
versus €170.4 million at 31 December 2020.
The slight increase in tax loss carryforwards
mainly concerns entities in Italyand in
Belgium.
Unrecognised deferred tax assets on tax
loss carryforwards totalled €23.9 million
versus €25.7 million at 31 December 2020.
8. Basic earnings per share
Basic earnings per share is calculated by
dividing profit for the period attributable to
owners of the parent by the weighted
average number of shares outstanding
during the year, excluding treasury shares
on a pro rata basis.
instruments carrying deferred rights to the
parent company’s share capital, issued
either by the parent company itself or by
any one of its subsidiaries. Dilution is
calculated separately for each instrument,
based on the conditions prevailing at the
end of the reporting period and excluding
non-dilutive instruments.
Diluted earnings per share is calculated by
taking
into
account
all
financial
Basic earnings per share attributable to owners of the parent
in € millions, except for per share data and number of shares
2021
2020 restated*
Consolidated profit (loss) for the period attributable to owners
of the parent
65.5
46.8
Consolidated profit (loss) for the period attributable to owners
of the parent, continuing operations
73.0
(7.4)
46.8
(0.1)
Consolidated profit (loss) for the period attributable to owners
of the parent, discontinued operations
Recurring net profit attributable to owners of the parent(1)
Average number of shares outstanding
80.5
190,767,600
0.343
68.7
216,865,774
0.216
Consolidated profit (loss) for the period per share (in €)
Earnings per share from continuing operations (in €)
Earnings per share from discontinued operations (in €)
0.383
0.216
(0.039)
(0.001)
Recurring earnings per share attributable to owners of the parent(1)
(in €)
0.422
0.317
*
In accordance with IFRS 5 (see 2.2.4.), 2020 income and expenses of operations considered discontinued in 2021
are reclassified to “Profit (loss) from discontinued operations” in the 2020 income statement.
Recurring earnings for the year attributable to owners of the parent corresponds to profit for the year attributable
to owners of the parent, before the following items:
(1)
amortisation of intangible assets from acquisitions, net of tax effects;
other non-recurring operating income and expenses, net of tax effects;
other non-recurring financial income and expenses, net of tax effects;
profit from discontinued operations.
2021 annual report 207
06 consolidated financial statements
notes to the consolidated financial statements
Diluted earnings attributable to owners of the parent, per share
in € millions, except for per share data and number of shares
2021
2020 restated*
Diluted earnings
68.9
76.3
(7.4)
50.3
50.4
Diluted earnings from continuing operations
Diluted earnings from discontinued operations
(0.1)
Average number of shares outstanding
190,767,600
633,143
216,865,774
198,436
1,219,027
22,874,865
241,158,102
0.209
Impact of stock options
Impact of free shares
2,319,973
22,439,865
216,160,581
0.319
Impact of convertible bonds (OCEANEs)
Diluted average number of shares outstanding
Diluted earnings per share (in €)
Diluted earnings per share from continuing operations (in €)
Diluted earnings per share from discontinued operations (in €)
Diluted earnings per share attributable to owners of the parent (in €)
0.353
0.209
(0.034)
(0.001)
0.388
0.299
*
In accordance with IFRS 5 (see 2.2.4.), 2020 income and expenses of operations considered discontinued in 2021
are reclassified to “Profit (loss) from discontinued operations” in the 2020 income statement.
In accordance with IFRS standards, the stock option expense recognised in the income
statement was not restated.
208 2021 annual report
consolidated financial statements 06
notes to the consolidated financial statements
9. Goodwill and impairment
testing
9.1. Definition of Cash Generating Units
The growing proportion of international
customers and the pooling of resources
among business lines have led the Group
to redefine the scope of its Cash
Generating Units (CGUs) as representing its
A
CGU is defined as the smallest
identifiable group of assets that generates
cash inflows that are largely independent
of the cash inflows from other assets or
groups of assets. Each CGU or group of
CGUs to which goodwill is allocated
represents the lowest level within the
Group at which goodwill is monitored for
internal management purposes.
three business segments: Products
Solutions, Services and Technology
Management & Financing.
&
9.2. Goodwill allocation
For the purposes of the impairment tests carried out at 31 December each year, goodwill
was allocated to the following Cash Generating Units.
Technology
Products
in € millions
Services Management
& Financing
Total
& Solutions
2021
Goodwill at 31 December 2020
127.1
256.6
115.7
499.5
Reclassification to assets held
for sale
-
(5.1)
-
(5.1)
Acquisitions
Disposals
14.3
-
-
0.3
-
14.6
(14.3)
(14.3)
Foreign currency translation
adjustments
0.3
-
-
-
-
-
0.3
-
Impairment
Goodwill at
141.7
141.7
-
237.2
241.5
(4.3)
116.0
116.0
-
494.9
499.1
(4.3)
31 December 2021
Of which gross amount
Of which accumulated
impairment
In 2021, goodwill related to companies disposed of and acquired mainly concerned
Alterway and Trams.
At 31 December 2021, only the goodwill relating to Trams was still in the allocation period.
2021 annual report 209
06 consolidated financial statements
notes to the consolidated financial statements
Technology
Services Management
& Financing
Products &
Solutions
in € millions
Total
2020
Goodwill at 31 December 2019
127.1
271.9
113.8
512.9
Reclassification to assets held for
sale
-
4.2
-
4.2
Acquisitions
Disposals
-
-
-
2.0
-
2.0
(19.5)
(19.5)
Foreign currency translation
adjustments
-
-
-
-
-
-
-
-
Impairment
Goodwill at 31 December
2020
127.1
127.1
-
256.6
260.9
(4.3)
115.7
115.7
-
499.5
503.8
(4.3)
Of which gross amount
Of which accumulated
impairment
In 2020, goodwill from companies disposed of concerned Econocom Digital Security and
Les Abeilles respectively.
9.3. Impairment tests and impairment of goodwill
Impairment testing involves determining
whether the recoverable amount of an
asset, CGU or group of CGUs is lower than
its net book value.
Fair value is the amount that could be
obtained from the sale of the tested assets
in an arm’s length transaction between
knowledgeable,
willing
parties,
after
deducting the estimated costs of disposal.
These amounts are calculated based on
market information.
The recoverable amount is the higher of fair
value less the costs of disposal and value in
use.
When the recoverable value of the assets of
a CGU or group of CGUs is lower than its
net book value, an impairment loss is
recognised.
Value in use is determined based on
estimated future cash flows and a terminal
value, taking into account the time value of
money and the risks associated with the
business and the specific environment in
which the CGU or group of CGUs operates.
Impairment losses are recorded first as a
reduction of the book value of goodwill
allocated to a CGU and then charged
against the assets of the CGU, pro rata to
the book value of each of the components
of the CGU. Impairment losses are recorded
under “Non-recurring operating income
and expenses” in the income statement.
Cash flow projections are based on the
budgets and on business plans covering a
period of no more than five years. The
terminal value is calculated by discounting
normalised annual cash flows to perpetuity.
210
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notes to the consolidated financial statements
Impairment losses recognised for tangible
and intangible assets other than goodwill
may be reversed in subsequent periods if
the asset’s recoverable amount becomes
greater than its net book value.
Impairment losses recognised for goodwill
may not be reversed.
When
a relevant CGU is disposed of,
the resulting goodwill is taken into account
for the determination of the net proceeds
of the disposal.
Results of impairment tests
Based on the impairment tests conducted,
goodwill does not need to be impaired.
for the DSS CGU: a deterioration of the
business plan of more than 18% or a
discount rate of more than 16.80%;
To reach a risk of impairment, the main
assumptions should be as follows:
for the TMF CGU: a deterioration of the
business plan of more than 16% or a
discount rate of more than 13.50%.
for the P&S CGU: no assumption can lead
to an impairment;
Key assumptions
The value in use of the Group’s CGUs is
sensitive to the following assumptions:
growth rate of cash flows beyond the
forecast period;
discount rate applied to future cash flows;
business plan (revenue and margin).
2021
2020
Perpetual
growth rate
Perpetual
growth rate
Discount rate
Discount rate
Products & Solutions
Services
8.50%
8.50%
1.50%
8.50%
8.50%
1.50%
1.50%
1.50%
Technology Management &
Financing
8.50%
1.00%
8.50%
1.00%
The growth rate and weighted average cost
of share capital assumptions were reviewed
in light of global market data. The growth
rate reflects our best estimate given the
current economic environment.
The
after-tax
discount
rate
used
corresponds to the weighted average cost
of capital (“WACC”). The perpetuity growth
rate applied by the Group does not exceed
the growth rate for the industry. Applying a
pre-tax discount rate to pre-tax cash flows
would have resulted in a similar value for
the CGUs.
2021 annual report
211
06 consolidated financial statements
notes to the consolidated financial statements
The 4-year business plan was determined
based on the expected growth of markets
for the CGU concerned, taking account of
growth levers identified by Management.
Margins are determined based on the
historical margins observed in the years
preceding the start of the budget period.
These margins also take account of
expected efficiency gains as well as events
known to management and that could
impact the profitability of the activity.
Sensitivity to changes in assumptions
The table below shows the sensitivity of enterprise values to the assumptions used:
Sensitivity to rates
Sensitivity
to cash flows
in € millions
Perpetual growth
rate
Discount rate
+1.0%
(1.0%)
69.9
+0.5%
26.0
(0.5%)
(22.5)
(22.8)
(5%)
(60.9)
(55.5)
Products & Solutions
Services
(52.4)
(43.9)
58.5
26.3
Technology Management
& Financing
(58.9)
77.8
24.2
(21.0)
(81.8)
The sensitivity of impairment tests to
adverse but feasible changes in
assumptions is set out below:
value in use of each CGU would still
exceed its carrying amount;
reasonable sensitivity to the business
plan: a 5% reduction in the revenue
forecast contained in the business plan,
with variable costs adjusted accordingly,
would not change the conclusions of the
Group’s analysis.
reasonable sensitivity to changes in the
discount rate: a simulated increase of up
to one percentage point in the discount
rate used would not change the findings
of the Group’s analysis;
reasonable sensitivity to the long-term
growth rate: in a pessimistic scenario
where the long-term growth rate is
reduced by 0.5 percentage points, the
Consequently, none of the sensitivity tests
reduced the value in use of any of the CGUs
to below their carrying amount.
212
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notes to the consolidated financial statements
10. Intangible, tangible
and financial assets
10.1. Intangible assets
Separately acquired intangible assets
its ability to use or sell the intangible
asset;
Separately acquired intangible assets are
initially
measured
at
cost,
which
how the intangible asset will generate
probable future economic benefits;
corresponds to their acquisition cost or
their acquisition-date fair value for
intangible assets acquired in a business
combination.
the availability of adequate technical,
financial and other resources to complete
the development and to use or sell the
intangible asset;
After initial recognition, they are carried at
cost less any accumulated amortisation
and impairment losses.
its ability to reliably measure the
expenditure attributable to the intangible
asset during its development. The initial
cost of an internally generated intangible
asset is equal to the sum of expenditure
incurred from the date on which the
Intangible assets with finite useful lives are
amortised over their economic useful life.
The useful life of concessions, patents and
licences is estimated at between three and
seven years.
intangible
asset
first
meets
the
above-mentioned recognition criteria.
Intangible assets with indefinite useful lives
are not amortised.
If no internally generated intangible asset
can be recognised, development costs are
recognised in profit or loss for the year in
which they are incurred.
Internally generated intangible assets
The Group carries out IT development
projects. Expenses incurred in relation to
these operations can be included in the
cost of intangible assets. An internally
generated intangible asset resulting from
development (or from the development
phase of an internal IT project) is only
recognised if the Group can demonstrate
all of the following:
After
initial
recognition,
internally
generated intangible assets are carried at
cost less any accumulated amortisation
and impairment losses, in accordance with
the same method as that used for
separately acquired intangible assets.
The useful life of information systems is
estimated at between three and seven
years.
the technical feasibility of completing the
intangible asset so that it will be available
for use or sale;
its intention to complete the intangible
asset and use or sell it;
2021 annual report
213
06 consolidated financial statements
notes to the consolidated financial statements
Intangible assets acquired in business
combinations
Useful life
In years
3–5
Intangible assets acquired by the Group in
business combinations are measured at
their acquisition cost less any accumulated
amortisation and impairment losses. They
essentially include operating licences and
computer software. They are depreciated
on a straight line basis over their useful
lives.
Amortisable business assets
ECS customer portfolio
Franchises, patents, licences
IT systems
20
3–7
3–7
The customer portfolio acquired from the
ECS group was valued using the MEEM
method (Multi-period Excess Earnings
Method) at €40 million and is being
amortised over 20 years.
The Group has no intangible assets with indefinite useful lives except for the goodwill
presented in note 9.
214
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consolidated financial statements 06
notes to the consolidated financial statements
2021 intangible assets
IT systems
and other
Customer
portfolio
Franchises,
patents,
in € millions
internally
generated
assets
Other
3.5
Total
155.6
and business
assets
licences, etc.
Acquisition cost
Gross value at
31 December 2020
54.9
32.9
64.3
Acquisitions
-
1.1
8.4
0.2
9.7
Disposals/Retirements
(0.1)
(1.6)
(4.8)
(0.6)
(7.1)
Changes in scope
of consolidation
(0.2)
(0.9)
0.6
(3.5)
0.8
-
0.3
(4.6)
1.6
Transfers and
other movements
-
-
Reclassification
to assets held for sale
(6.0)
25.9
(0.6)
64.6
(1.6)
1.8
(8.1)
Gross value at
31 December 2021
54.6
147.0
Depreciation and impairment
Accumulated depreciation
at 31 December 2020
(34.4)
(28.0)
(42.8)
(2.8)
(108.0)
Additions
(2.2)
0.1
(1.2)
1.4
(6.2)
4.4
(0.3)
0.1
(10.0)
6.0
Disposals/Retirements
Changes in scope
of consolidation
-
0.8
(0.6)
4.4
2.7
(0.3)
-
-
0.2
3.6
(0.7)
Transfers and
other movements
-
-
Reclassification to assets
held for sale
1.6
6.0
Accumulated depreciation
at 31 December 2021
(36.6)
(23.3)
(42.0)
(1.2)
(103.1)
Net book value at
31 December 2020
20.5
18.1
4.9
2.6
21.5
0.7
0.7
47.6
43.9
Net book value at
31 December 2021
22.7
2021 annual report
215
06 consolidated financial statements
notes to the consolidated financial statements
Customer portfolios and business assets
are intangible assets which are recognised
in connection with business combinations,
amortised over the useful lives shown
above.
Franchises, patents, licences, etc. consist
mainly of licences acquired and amortised
over their useful lives.
IT systems are mainly the result of
developments made by the Group and are
amortised over the periods set out above.
Intangible assets in 2020
IT systems
Customer
portfolio
and business
assets
Franchises,
patents,
licences, etc.
and other
internally
generated
assets
in € millions
Other
6.4
Total
165.1
Acquisition cost
Gross value at
31 December 2019
54.1
34.1
70.5
Acquisitions
0.7
-
1.0
7.1
0.2
8.9
Disposals/Retirements
(0.6)
(13.0)
(0.2)
(13.7)
Changes in scope
of consolidation
0.2
(1.6)
0.1
-
-
(0.1)
(2.9)
-
(1.5)
(2.7)
Transfers and other
movements
-
-
Reclassification to assets
held for sale
(0.2)
32.9
(0.1)
64.3
(0.3)
155.6
Gross value at
31 December 2020
54.9
3.5
Depreciation and impairment
Accumulated depreciation
at 31 December 2019
(32.4)
(26.5)
(43.4)
(5.6)
(107.8)
Additions
(2.1)
-
(2.9)
1.5
(7.1)
7.8
(0.3)
0.1
(12.3)
9.4
Disposals/Retirements
Changes in scope
of consolidation
-
1.1
-
-
0.1
2.9
1.2
2.8
Transfers and other
movements
-
-
-
-
Reclassification to assets
held for sale
(1.2)
-
(1.2)
Accumulated depreciation
at 31 December 2020
(34.4)
(28.0)
(42.8)
(2.8)
(108.0)
Net book value at
31 December 2019
21.7
7.7
4.9
27.1
21.5
0.8
0.7
57.2
47.6
Net book value at
31 December 2020
20.5
216
2021 annual report
consolidated financial statements 06
notes to the consolidated financial statements
10.2. Property, plant and equipment
Property, plant and equipment owned
outright
Leases
Leases, as defined by IFRS 16, are entered in
the statement of the consolidated financial
position as an asset representing the right
of use of the leased asset during the term
of the contract.
Property, plant and equipment are carried
at acquisition cost less any accumulated
depreciation and impairment losses.
Depreciation
is
recognised
on
a
straight-line basis over the estimated
useful life of the assets taking into account
any residual value.
On the date that the lease takes effect, the
right of use is valued at its cost, including:
the initial amount of the liability, with the
advance payments made to the lessor, net
of the benefits received from the lessor;
Useful life
Land
In years
Indefinite
20–50
5–10
initial direct costs incurred by the lessee
for the conclusion of the contract; and
Buildings
Fixtures
the costs of dismantling or restoring
the leased asset according to the terms of
the contract.
IT equipment
Vehicles
3–7
4–7
The right of use is depreciated over the
useful life of the assets, which leads to a
depreciation charge being entered on the
income statement.
Furniture
5–10
Land is not depreciated.
On the date that the lease takes effect, the
rental liability is entered for an amount
equal to the discounted value of rents over
the duration of the contract, as defined by
the Econocom group. The valuation of the
rental liability includes:
When an item of property, plant and
equipment comprises components with
different useful lives, such components are
recognised and depreciated separately.
Gains or losses on the sale of an item of
property, plant and equipment are
determined as the difference between the
proceeds from the sale and the net book
value of the asset sold. They are included in
either “Other operating income and
expenses” or “Revenue from continuing
operations” if the sale took place in the
ordinary course of the Group’s business.
fixed rents (including rentals considered
to be fixed in substance);
variable rents based on a rate or index
using the rate or index on the date
the contract comes into effect;
any residual value guarantees awarded to
the lessor;
No borrowing costs were included in the
cost of any of the Group’s property, plant
and equipment in the absence of any
assets requiring a substantial period of
time before they are ready for their
intended use or sale.
the exercise price of a purchase option
if the exercise of the option is reasonably
certain; and
penalties for cancellation or non-renewal
of the contract.
2021 annual report
217
06 consolidated financial statements
notes to the consolidated financial statements
The rental liability is recognised at the
depreciated cost, using the effective
interest rate method, and leads to the
recognition, on the income statement, of
an interest charge for the period and
variable payments (not taken into account
in the initial valuation).
The rental term is determined on
lease-by-lease basis and corresponds to the
firm period of the commitment, taking into
a
account
optional
periods
that
are
reasonably certain to be exercised, except
for vehicles for which Econocom will retain
the
portfolio
approach,
through
simplification, given that the contracts are
somewhat similar irrespective of the
country and that this simplification does
not give rise to material differences with
regard to the recommended method set
forth in IFRS 16.
The liability may be revalued to offset the
right of use in the following cases:
revision of the term of the contract;
modification linked to the valuation of
the reasonably certain nature (or not) of
the exercise of a purchase option;
For vehicles, the assumptions and
measurement methods of this “portfolio”
approach are as follows: a measurement is
done at each period end, making it possible
to update the lease liability and right of use;
amortisations and financial expenses are
then determined on a flat-rate basis based
on an average term of use of the vehicles
(amortisation) and on the rental payments
actually paid for the difference.
change in the amount of payment
expected under the residual value
guarantee awarded to the lessor;
adjustment of rates or indices on which
variable rents are based, when the latter
are modified.
Leases mainly relate to property assets
and the vehicle fleet. The accounting
exemptions set out in the standard for the
short-term contracts (term below or equal
to 12 months) and with no tacit renewal,
and leases on low value assets, have been
applied.
The discount rate applied on the date of
transition is based on the Group’s
incremental borrowing rate.
218
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notes to the consolidated financial statements
2021 property, plant and equipment
Fixtures,
Property,
plant and
Other
Furniture
and
vehicles
equipment
held
Rights
of use
assets
Land and
buildings
fittings
and IT
property,
plant and
in € millions
Total
238.1
under
equipment
equipment
finance
leases
Acquisition cost
Gross value at
31 December 2020
31.2
53.1
15.3
19.6
1.0
118.0
Acquisitions
1.7
4.1
0.8
2.4
-
29.4
-
38.6
Disposals/Retirements
(1.1)
(5.5)
(1.7)
(2.5)
(0.2)
(11.0)
Changes in scope of
consolidation
(0.1)
(1.6)
(1.1)
0.8
(0.6)
3.5
-
-
-
(2.5)
(4.2)
Transfers and other
movements
(3.9)
(15.6)
(16.7)
Reclassification
to assets held for
sale
(0.2)
-
-
-
-
(7.5)
(7.7)
Gross value at
31 December 2021
29.9
51.4
17.4
15.6
0.8
121.9
237.1
Depreciation and impairment
Accumulated
depreciation at
(18.1)
(43.1)
(11.1)
(11.8)
(0.9)
(63.4)
(148.3)
31 December 2020
Additions
(2.0)
1.0
(4.9)
5.3
(2.5)
1.6
(0.8)
1.6
-
(19.5)
-
(29.6)
9.7
Disposals/Retirements
0.2
Changes in scope of
consolidation
0.1
-
0.9
-
0.5
-
-
-
-
-
-
2.2
-
3.7
-
Reversals of
impairment
Transfers and other
movements
1.9
0.2
(0.8)
(0.9)
10.5
11.0
Reclassification
to assets held for
sale
0.2
-
-
-
-
3.2
3.3
Accumulated
depreciation at
31 December 2021
(17.0)
(41.6)
(12.1)
(11.8)
(0.8)
(67.0)
(150.3)
Net book value at
31 December 2020
13.0
12.9
10.0
9.8
4.3
5.3
7.8
3.8
-
-
54.7
55.0
89.9
86.7
Net book value at
31 December 2021
Other property, plant and equipment relate to assets in progress.
2021 annual report
219
06 consolidated financial statements
notes to the consolidated financial statements
2020 property, plant and equipment
Fixtures,
Property,
plant and
equipment
held under
finance
Other
Land
and
fittings
and IT
equip-
ment
Furniture
property,
Rights
of use
assets
in € millions
and plant and
Total
189.3
buildings
vehicles
equip-
ment
leases
Acquisition cost
Gross value at
31 December 2019
25.0
61.2
11.9
15.9
1.1
74.3
Acquisitions
0.6
2.7
0.3
4.6
-
-
34.5
-
42.8
(11.8)
Disposals/Retirements
(1.7)
(8.0)
(1.4)
(0.7)
Changes in scope
of consolidation
3.1
4.3
(2.5)
0.2
(0.2)
4.7
-
0.3
(0.5)
-
-
(0.1)
-
(3.2)
12.6
(2.5)
21.2
Transfers and other
movements
Reclassification
to assets held for sale
(0.2)
31.2
(0.6)
53.1
(0.2)
118.0
(1.0)
Gross value at
31 December 2020
15.3
19.6
1.0
238.1
Depreciation and impairment
Accumulated
depreciation at
(12.2)
(46.5)
(9.5)
(11.3)
(1.0)
(16.3)
(96.8)
31 December 2019
Additions
(2.5)
1.2
(5.7)
6.7
(1.0)
1.1
(0.7)
0.3
-
-
(21.9)
-
(31.8)
9.2
Disposals/Retirements
Changes in scope of
consolidation
(1.3)
-
2.3
-
0.2
(0.1)
-
-
2.3
-
3.3
-
Reversals of
impairment
-
(1.9)
-
-
-
-
Transfers and other
movements
(3.4)
0.1
0.2
-
0.1
-
(27.4)
0.1
(32.5)
0.2
Reclassification
to assets held for sale
Accumulated
depreciation at
31 December 2020
(18.1)
(43.1)
(11.1)
(11.8)
(0.9)
(63.4)
(148.3)
Net book value at
31 December 2019
12.8
13.0
14.7
10.0
2.4
4.3
4.6
7.8
0.1
-
57.9
54.7
92.5
89.9
Net book value at
31 December 2020
220 2021 annual report
consolidated financial statements 06
notes to the consolidated financial statements
10.3. Long-term financial assets
Investments in non-consolidated companies are recorded at fair value. Changes in fair
value are recognised under Income.
Investments Investments
in non- in associates
Other
non-current
financial
in € millions
Total
consolidated
companies(1)
and joint
ventures(2)
assets(3)
Balance at 31 December 2019
Increases
5.3
-
0.5
27.2
3.8
32.9
3.8
-
-
Repayments/Disposals
(0.3)
(5.6)
(5.9)
Changes in scope of
consolidation
-
-
-
-
-
(0.4)
(0.4)
-
Transfers and other movements
-
-
Share of profit (loss)
of associates and joint ventures
0.1
0.1
Balance at 31 December 2020
Increases
4.9
3.5
0.5
25.1
4.8
30.5
8.3
-
-
Repayments/Disposals
(0.1)
(8.8)
(8.9)
Changes in scope of
consolidation
0.3
(0.6)
-
(0.2)
(0.5)
-
Transfers and other movements
-
-
-
-
Share of profit (loss) of associates
and joint ventures
0.1
0.1
Balance
at 31 December 2021
8.6
-
20.9
29.5
(1)
This relates to the Group’s interest in non-controlled entities for €8.6 million, including shares in SO-it
(€3.5 million), Hélios (€2.4 million), Histovery (€0.8 million), Kartable (€0.5 million), Magic Makers (€0.9 million),
JTRS (€0.3 million) and Neuradom (€0.2 million).
At 31 December 2020, Econocom had only one equity-accounted associate (JTRS).
Other non-current financial assets chiefly correspond to guarantees and deposits.
(2)
(3)
2021 annual report
221
06 consolidated financial statements
notes to the consolidated financial statements
Maturity of non-current financial assets
Beyond
5 years
2021 in € millions
1 to 5 years
Indefinite
Total
Investments in non-consolidated companies
Investments in associates and joint ventures
Other investments
-
-
-
-
8.6
8.6
-
-
7.7
-
-
-
7.7
8.6
4.6
29.5
Guarantees given to factors
Other guarantees and deposits
Total
8.6
2.1
10.7
-
2.5
2.5
-
16.3
Beyond
5 years
2020 in € millions
1 to 5 years
Indefinite
Total
Investments in non-consolidated companies
Investments in associates and joint ventures
Other investments
-
-
-
-
4.9
0.5
8.5
-
4.9
0.5
-
-
8.5
Guarantees given to factors
Other guarantees and deposits
Total
9.7
6.2
15.9
-
9.7
0.7
0.7
-
6.9
13.9
30.5
222 2021 annual report
consolidated financial statements 06
notes to the consolidated financial statements
10.4. Other long-term receivables
in € millions
31 Dec. 2021
2.7
31 Dec. 2020
4.8
Government grants
Other long-term receivables
Other receivables
20.6
19.7
23.3
24.5
“Government grants” relate to amounts
receivable under government grants
(€2.7 million in respect of CIR at
31 December 2021). Other receivables
relates to loans granted to employees or
associates.
The book values of other nonfinancial
assets such as other long-term receivables,
are reviewed for impairment at the end of
each reporting date. If the book value of
these assets exceeds their estimated
recoverable amount, an impairment loss is
recognised within profit (loss) from
operating activities.
By maturity
in € millions
1 to 5 years
Beyond 5 years
Total
31 Dec. 2021
6.7
31 Dec. 2020
12.0
16.6
12.5
23.3
24.5
2021 annual report 223
06 consolidated financial statements
notes to the consolidated financial statements
11. Residual interest in leased
assets and gross liability
commitments for purchases
of leased assets
11.1. Residual interest in leased assets
The Group’s residual interest in leased
assets sold to refinancing institutions
corresponds to an estimated market value.
Management issues an estimate that
requires critical judgement.
The residual interest therefore represents
a long-term asset which is discounted
using the same method as for the related
lease. This method does not apply to
nonstandard cases, which are rare;
This residual interest is calculated as
follows:
for
renewable
asset
management
contracts, the accelerated diminishing
balance method of depreciation is not
applicable. The estimated market value for
these contracts is calculated by using
a fixed percentage of the original
purchase cost of the equipment.
for all fixed-term contracts, the estimated
market value is calculated using an
accelerated diminishing balance method,
based on the amortisation of the original
purchase cost of each item of equipment.
in € millions
31 Dec. 2021
31 Dec. 2020
Residual interest in leased assets non-current portion (between
1 and 5 years)
128.0
134.3
Residual interest in leased assets current portion (less than 1 year)
42.7
40.9
Total
170.7
175.2
The Group regularly revises estimates of its
residual interest in leased assets using a
statistical method based on its experience
of second-hand markets.
The residual interest recognised at
31 December 2021 was €170.7 million for a
portfolio of leased assets representing
€5.4 billion (purchase price of the assets on
inception of the lease). The Group’s residual
interest in leased assets therefore stood at
3.1% of the purchase price of the assets in its
portfolio (versus 3.0% at 31 December 2020).
For more recent assets, for which there is
inadequate market data to establish an
accurate valuation, the Group uses
a
prudent approach which may be adjusted
when it has access to adequate historical
information.
The impact of discounting on the total
amount of the residual interest was
€7.5 million at 31 December 2021, the
pre-discounted values were €178.2 million
at 31 December 2021.
224 2021 annual report
consolidated financial statements 06
notes to the consolidated financial statements
Residual interest in leased assets concerns
IT assets and industrial assets amounting to
€145.3 million
respectively.
and
€32.9 million,
11.2. Gross liability commitments for purchases
of leased assets
The Group repurchases leased equipment
from refinancing institutions at the end of
the lease term. These purchase obligations
are classified within “gross liability for
purchases of leased assets” and recognised
in balance sheet. They are generally
non-current liabilities which are discounted
using the same method as for the related
leases. They are classified as financial debt
but are not included in net debt (see 14.3.).
in € millions
31 Dec. 2021
31 Dec. 2020
Total gross liability commitments for purchases of leased assets
– non-current portion (between 1 and 5 years)
75.3
75.9
Total gross liability commitments for purchases of leased assets
– current portion (less than 1 year)
22.8
27.8
Total
98.1
103.7
The present value of items recorded in
“Gross liability for purchases of leased
assets” (current and non-current portions)
stands at €98.1 million. The cumulative
impact of discounting was €6.2 million in
2021. The pre-discounted value was
€104.3ꢀmillion at 31 December 2021.
2021 annual report 225
06 consolidated financial statements
notes to the consolidated financial statements
12. Operating assets and liabilities
12.1. Inventories
For the Group, inventories are:
assets held for sale in the ordinary course
of business and measured at the lower of
cost (weighted average cost) and net
realisable value; or
materials or supplies to be used in the
rendering of services, measured at cost
and impaired in line with the useful life of
the infrastructure to which they relate.
31 Dec. 2021
31 Dec. 2020
in € millions
Gross Impairment
Net
19.3
Gross Impairment
Net
19.3
Equipment in the process
of being refinanced
19.8
(0.5)
21.7
(2.4)
Other inventories
IT equipment and telecoms
Spare parts
110.0
49.7
(6.7)
(3.0)
(3.7)
(7.1)
103.3
46.7
56.6
64.2
56.3
8.0
(6.8)
(3.3)
(3.5)
(9.2)
57.4
52.9
4.5
60.2
Total
129.8
122.6
85.9
76.7
Net inventories increased by €46.0 million, including €48.0 million related to the
acquisition in June 2021 and subsequently the transformation of two tugs by Les Abeilles as
part of the new contract obtained from the French Navy.
Gross value
Reclassi-
Changes
fication
in scope
31 Dec. Changes in
2020 inventories
under
Other 31 Dec.
in € millions
of
conso-
lidation
assets changes
held
for sale
2021
Equipment in the process
of being refinanced
21.7
(3.2)
-
-
1.3
19.8
Other inventories
IT equipment and telecoms
Spare parts
64.2
56.3
8.0
45.4
(6.9)
52.3
42.2
0.1
0.1
-
(0.1)
-
0.3
0.3
-
110.0
49.7
(0.1)
(0.1)
60.2
Total
85.9
0.1
1.6
129.8
226 2021 annual report
consolidated financial statements 06
notes to the consolidated financial statements
Impairment
Reclass-
ification
31 Dec.
2020
under
Other 31 Dec.
in € millions
Additions Reversals
assets changes
held for
2021
sale
Equipment in the process
of being refinanced
(2.4)
(6.8)
(3.3)
(0.0)
(1.0)
(0.8)
2.0
1.2
1.1
-
-
-
-
-
-
(0.5)
(6.7)
(3.0)
Other inventories
IT equipment
and telecoms
Spare parts
(3.5)
(0.3)
0.1
-
-
(3.7)
Total
(9.2)
(1.1)
3.2
-
-
(7.1)
12.2. Trade and other receivables and other
current assets
31 Dec. 2021
31 Dec. 2020
in € millions
Gross Impairment
Net
732.1
64.3
Gross Impairment
Net
813.2
81.0
Trade receivables
Other receivables
783.0
67.8
(50.9)
(3.5)
884.0
86.6
(70.8)
(5.6)
Trade and other
receivables
850.8
(54.4)
796.4
970.6
(76.4)
894.1
Contract assets
19.7
27.1
-
-
19.7
27.1
17.4
-
-
17.4
Other current assets
30.4
30.4
2021 annual report 227
06 consolidated financial statements
notes to the consolidated financial statements
Trade receivables items are broken down below by business, net of impairment.
31 Dec. 2021
31 Dec. 2020
Receivables
Receivables
in € millions
Out
standing
rentals
Out
standing
rentals
invoiced, Revenue
net of accruals
impairment
invoiced, Revenue
net of accruals
impairment
Total
Total
Products
& Solutions
106.0
22.1
48.7
22.8
-
-
154.7
44.9
100.7
32.0
31.3
-
-
132.0
69.0
Services
37.0
Technology
Management
& Financing
234.8
5.3
292.4
532.5
254.1
2.1
356.0
612.2
Total
362.9
76.7 292.4
732.1
386.7
70.4 356.0
813.2
At
end-2021,
the
€292.4 million
in
current portion of the €292.4 million
includes not only self-funded outstanding
rentals but also a portion that will be
refinanced (when a refinancing agreement
exists).
outstanding rentals includes a portion that
is self-funded or refinanced with recourse
for a gross amount of €208.3 million, of
which €152.1 million is non-current. The
Impairment of receivables
Initially, receivables are impaired taking
into account expected credit losses, if
material:
value of the underlying assets and
a probability of occurrence.
Subsequently, if there is serious doubt as to
short-term receivables (mainly for the
Products Solutions and Services
its recoverability,
recognised for the amount that is not
recoverable.
a
loss allowance is
&
business) are impaired on the basis of an
average observed risk of default. This
approach is based on the default rates
observed individually by each of the
Group’s subsidiaries;
Following
the
Covid-19
pandemic,
the methods for determining provisions for
impairment in accordance with IFRS 9 have
not been modified, but risk analyses have
been carried out on each case that so
required.
long-term receivables (mainly for the TMF
business) are impaired by taking into
account the customer’s risk profile, the
Reclassification
31 Dec.
2020
Other
changes
31 Dec.
2021
in € millions
Additions Reversals
under assets
held for sale
Impairment of doubtful
receivables
(70.8)
(10.3)
25.9
2.5
1.7 (50.9)
228 2021 annual report
consolidated financial statements 06
notes to the consolidated financial statements
Other receivables
Other receivables represent amounts receivable from the French State and miscellaneous
amounts due from third parties (suppliers, factor, etc.):
in € millions
31 Dec. 2021
32.4
31 Dec. 2020
Tax receivables (excl. income tax)
Factoring receivables
Government grants receivable
Due from suppliers
Other
18.3
35.8
0.1
13.7
0.8
11.0
17.9
8.9
6.4
Other receivables
64.3
81.0
Other current assets
Other current assets correspond mainly to prepaid expenses of €27.1 million compared to
€30.4 million at 31 December 2020.
12.3. Trade and other payables
in € millions
31 Dec. 2021
707.3
174.7
168.8
31 Dec. 2020
775.2
216.8
204.2
1.3
Trade payables
Other payables
Tax and social liabilities
Dividends payable
0.9
Customer prepayments and other payables
Trade and other payables
5.1
11.4
882.0
992.1
2021 annual report 229
06 consolidated financial statements
notes to the consolidated financial statements
12.4. Other current liabilities
Other current liabilities break down as follows:
in € millions
Notes
31 Dec. 2021 31 Dec. 2020
Contract liabilities
Deferred income
Other liabilities
52.1
119.3
12.8
62.9
122.0
5.5
Other current liabilities
132.1
127.5
13. Financial instruments
Financial instruments comprise:
financial
assets,
which
include
financial liabilities, which include current
and non-current financial debt and bank
overdrafts, operating payables and other
current and non-current liabilities; and
non-current financial assets (except
investments in associates and joint
ventures), other long-term receivables,
trade and other receivables, other current
assets, and cash and cash equivalents;
derivative instruments.
230 2021 annual report
consolidated financial statements 06
notes to the consolidated financial statements
13.1. Classification and measurement of financial
instruments
Financial instruments (assets and liabilities)
are recorded in the consolidated statement
of financial position at their fair value on
initial recognition, plus in the case of an
asset that is not subsequently recognised
at fair value through profit or loss,
transaction costs directly attributable to
the acquisition of that asset.
effective interest rate and less cash
outflows (coupons, principal repayments
and,
where
applicable,
redemption
premiums). Accrued interest (income and
expenses) is not recorded at the nominal
interest rate of the financial instrument, but
based on the instrument’s effective interest
rate. Financial assets at amortised cost are
tested for impairment whenever there are
indications that they may be impaired.
They are subsequently measured at either
fair value (through profit or loss, or through
other comprehensive income) or amortised
cost, depending on their nature.
Any loss of value is recognised in the
income statement.
The classification of a financial asset in each
of these categories depends on the
management model applied to it by the
Company and the characteristics of its
contractual cash flows.
The
initial
recognition
of
financial
instruments in the consolidated statement
of financial position along with their
subsequent measurement as described
above apply to the following interest rate
definitions:
In practice, trade receivables are measured
according to the amortised cost method,
even though they may be subject to an
assignment of receivables, for example, in
the context of factoring.
the coupon rate (coupon), which is the
nominal interest rate on the instrument;
the effective interest rate;
the market interest rate, which is the
effective interest rate as recalculated at
the measurement date in line with
ordinary market inputs.
The Group applies the concept of fair value
set out in IFRS 13 “Fair Value Measurement”,
whereby fair value is “the price that would
be received to sell an asset or paid to
transfer a liability in an orderly transaction
between market participants at the
measurement date (exit price)”.
Financial instruments carried in both assets
and liabilities are derecognised whenever
the related risks and rewards are sold and
the Group ceases to have control over
those financial instruments (see note 21).
Amortised cost represents the fair value on
initial recognition (net of transaction costs),
plus interest calculated based on the
2021 annual report
231
06 consolidated financial statements
notes to the consolidated financial statements
13.2. Derivative instruments
The Group uses the financial markets only
for hedging exposure related to its business
activities and not for speculative purposes.
notes. This financial instrument was
designated as a cash flow hedge and is
eligible for hedge accounting under IFRS 9.
This tranche was repaid in May 2021.
Given the low foreign exchange risk,
forward purchases and sales of foreign
currency are recognised as instruments
measured at fair value through profit or
loss.
Gains or losses on the hedging instrument
are
recognised
directly
in
other
comprehensive income until the hedged
item is itself recognised in the income
statement. Hedging reserves are then
transferred to the income statement.
The Group used to use an interest rate
swap to hedge its interest rate risk on a
floating-rate tranche of its Schuldschein
Other
Change
comprehensive
31 Dec. 2020
through
31 Dec. 2021
income
profit or loss
(expense)
Derivative instruments
(positive fair value)
-
-
-
-
-
Derivative instruments
(negative fair value)
1.1
(1.1)
Total result
13.3. Classification of financial instruments and fair
value hierarchy
IFRS 7 “Financial Instruments: Disclosures”
sets out a fair value hierarchy, as follows:
market price is available, fair value is
measured using other valuation methods
such as discounted future cash flows.
level 1: fair value based on quoted prices in
active markets;
In any event, estimates of market value are
based on certain interpretations required
when measuring financial assets.
level 2: fair value measured using
observable market inputs (other than the
quoted market prices included in Level 1);
As such, these estimates do not necessarily
reflect the amounts that the Group would
actually receive or pay if the instruments
were traded on the market. The use of
level 3: fair value measured using
unobservable market inputs.
The fair value of financial instruments is
determined using market prices resulting
from trades on a national stock exchange
or over-the-counter markets. When no
different
estimates,
methods
and
assumptions may have a material impact
on estimated fair values.
232 2021 annual report
consolidated financial statements 06
notes to the consolidated financial statements
In view of their short-term nature, the book
value of trade and other receivables, and
cash and cash equivalents approximates
their fair value.
Derivative instruments are measured using
Level 2 fair values.
Cash equivalents are recognised at fair
value (Level 1).
13.3.1. FINANCIAL ASSETS
The Group’s financial assets at 31 December 2021 can be analysed as follows:
Level in the fair value
in € millions
Book value
hierarchy
Fair value
recognised
through other through
comprehensive
income
Fair
value
Balance sheet
headings
Amortised
cost
Notes
Level 1 Level 2 Level 3
profit
or loss
Long-term financial
assets
10.3
20.9
-
8.6
-
29.5
-
Long-term receivables
Trade receivables
10.4
12.2
12.2
23.3
732.1
64.3
-
-
-
-
-
-
-
-
-
23.3
732.1
64.3
-
-
-
Other receivables
Cash and cash
equivalents
14.1
-
-
405.9 405.9
-
-
Total financial
assets
840.6
-
414.5 405.9 849.2
-
13.3.2. FINANCIAL LIABILITIES AND OTHER LIABILITIES
In view of their short-term nature, the book
value of trade and other payables
approximates fair value.
The market value of derivative instruments
is measured based on valuations provided
by bank counterparties or models widely
used in financial markets, on the basis of
data available at the reporting date.
2021 annual report 233
06 consolidated financial statements
notes to the consolidated financial statements
Level in the fair value
hierarchy
in € millions
Book value
Fair value
through
profit
Fair value
through
equity
Balance sheet
headings
Amortised
cost
Notes
Level 1
Level 2
Level 3
or loss
Gross debt
14.2
472.7
69.4
-
-
-
-
-
-
-
-
-
472.7
69.4
-
-
-
Non convertible
bonds
Convertible bonds
182.5
182.5
Bank debt,
commercial
paper and other
71.9
-
-
-
-
-
-
-
-
71.9
-
-
-
Liabilities relating
to contracts
refinanced
149.0
149.0
with recourse
Gross liability
for purchases
of leased assets
11.2
2.4
98.1
-
-
98.1
Lease liabilities
58.7
-
-
58.7
-
Acquisition-related
liabilities
1.5
55.2
56.7
Other non-current
liabilities
9.3
-
-
-
-
-
-
9.3
-
-
Trade payables
12.3
12.3
707.3
707.3
Other payables
(excluding
derivative
174.7
-
-
-
174.7
-
instruments)
Other current
liabilities
12.4
12.8
-
-
12.8
-
Total financial
liabilities and
other liabilities
1,533.6
1.5
55.2
-
1,533.6
56.7
Based on the information held by the Group, the fair value of financial liabilities
approximates their book value.
234 2021 annual report
consolidated financial statements 06
notes to the consolidated financial statements
14. Cash, gross debt, net debt
14.1. Cash and cash equivalents
These include cash on hand and demand
deposits, other highly-liquid investments
with maturities of three months or less, and
bank overdrafts. Bank overdrafts are
included in “Financial debt” within current
liabilities in the balance sheet.
Changes in fair value are recognised
through profit or loss under “Financial
income – operating activities”.
Cash as presented in the statement of cash
flows includes cash and cash equivalents,
presented net of bank overdrafts. Cash and
cash equivalents can be broken down as
follows at end-2021 and end-2020:
in € millions
31 Dec. 2021
382.9
0.1
31 Dec. 2020
633.5
-
Cash in hand
Demand deposits
Sight deposits
382.9
22.9
633.5
15.8
Cash equivalents
Term accounts
0.7
10.6
Marketable securities
Cash and cash equivalents
Bank overdrafts
22.2
5.2
405.9
(0.0)
649.3
(0.8)
Cash and cash equivalents net of bank overdrafts
405.9
648.5
The cash and cash equivalent balances
corresponding to the share of Econocom’s
partners in companies fully consolidated
but not wholly owned by Econocom
totaled €71.1 million at 31 December 2021
versus €56.2 million at 31 December 2020.
2021 annual report 235
06 consolidated financial statements
notes to the consolidated financial statements
14.2. Gross debt
in € millions
31 Dec. 2021 31 Dec. 2020
Convertible bond (OCEANE)
181.5
-
181.2
54.7
12.7
Non-convertible bond loan (Euro PP)
Non-convertible bond debt (Schuldschein)
Bonds loans – non-current
12.7
194.3
66.9
41.4
108.3
302.6
0.9
248.7
25.6
50.3
75.9
324.6
1.0
Other debt
Finance lease liabilities(1)
Financial debt – non-current
Non-current interest-bearing liabilities
Convertible bond loan (OCEANE) – current portion
Non-convertible bond loan (Euro PP) – current portion
Non-convertible bond loan (Schuldschein bond) – current portion
Bonds loans – current portion
Commercial paper
56.4
0.3
1.6
137.3
139.9
119.0
7.5
57.6
21.5
Factoring payables(2)
12.8
Reverse factoring liabilities
5.2
-
Other current borrowings and debt with recourse
Finance lease liabilities(1)
50.5
22.6
112.6
170.1
472.7
11.4
25.9
163.8
303.7
628.3
Financial debt – current portion(3)
Current interest-bearing liabilities
Gross debt total
(1)
Primarily liabilities relating to contracts refinanced with recourse. This debt is backed by customers’ rental
payments in which the Group retains a portion of the credit risk. The Group has therefore added back a similar
amount of unassigned receivables in accordance with IAS 32 “Financial Instruments: Presentation”.
Factoring liabilities consist of residual risks arising from factoring agreements.
(2)
(3)
Excluding bank overdrafts.
236 2021 annual report
consolidated financial statements 06
notes to the consolidated financial statements
Convertible bonds
Non-convertible bonds
In March 2018, Econocom group issued
OCEANE bonds in the amount of
€200 million (€198.4 million after allocation
of issue costs). Their main characteristics
are detailed below:
Euro PP
In May 2015, Econocom group SE took part
in a €101 million bond issue (Euro PP) with
eight institutional investors. The issue was
in two tranches of €45.5 and €55.5 million,
with respective maturities of five and seven
years. They pay fixed-rate interest (2.364%
in five years and 2.804% in seven years) and
are redeemable upon maturity (in fine).
maturity: five years;
annual coupon: 0.5%;
issue price: €8.26.
If these bonds are not converted, they will
be redeemed in cash on 6 March 2023 at a
price of €8.26.
In June 2020, the Group repaid the first
instalment.
Schuldschein
OCEANE bonds are compound instruments
within the meaning of IAS 32. The
characteristics of the OCEANE bonds
provide for the possibility of conversion into
a fixed number of shares for a fixed amount
of cash. An equity component has been
calculated by subtracting the debt
component of the OCEANE, measured at
the rate of the debt without a conversion
option, in application of sections 29-30 of
In late November 2016, Econocom group SE
issued €150 million in Schuldschein notes
on the Frankfurt market.
These notes, redeemable at maturity,
comprise three tranches: €13 million at
seven
years,
and
€22 million
and
€115 million at five years. Notes belonging
to the first two tranches pay fixed-rate
interest (2.088% at seven years and 1.611% at
five years). The interest on the third tranche
includes a fixed-rate portion of 1.5% and a
floating-rate portion indexed to six-month
EURIBOR. An interest rate swap was put in
place in respect of these notes to protect
the Group against the interest rate risk on
the floating-rate portion. The swap hedges
the risk of a rise in interest rates; however,
it provides that if EURIBOR is negative,
Econocom bears the interest rate risk.
IAS 32,
component
which
as
define
residual.
the
On
“equity”
initial
recognition, and net of issue costs, the
equity component amounted to
€16.7 million and the debt component to
€181.7 million.
Since November 2020, the Econocom
group bought back convertible bonds
(OCEANEs) for
€13.0 million. As
a
a
total amount of
result, the “debt”
component was derecognised against the
cash paid for repayment, the difference
being recognised in the statement of
financial position for an amount of
€0.2 million in 2021 and €0.9 million in
2020. The “Equity” component initially
recognised and representing the premium
sold attaching to the conversion option, is
vested by the issuer and remains
recognised in equity.
In the first half of 2021, the Group repaid a
portion of the bond debt early for an
amount of €115 million.
At the end of 2021, the Group repaid an
additional tranche of €22 million.
2021 annual report 237
06 consolidated financial statements
notes to the consolidated financial statements
Commercial paper
In October 2015, Econocom diversified its
financing and set up a commercial paper
programme (Econocom group Société
Européenne Billets de Trésorerie). Through
this programme, capped at €200 million,
the Group optimises and diversifies in the
short term the financial resources to
support its growth. This programme
complements the Group’s bank financing
and gives it access to short-term liquidity
under
favourable
and
transparent
conditions, since it borrows from the
negotiable debt securities market.
Analysis of non-current interest-bearing liabilities by maturity
Beyond
5 years
2021 in € millions
Total
1 to 5 years
Lease payables relating to contracts refinanced
with recourse (non-current portion)
41.4
41.4
-
Bonds
194.3
66.9
194.3
66.9
-
-
-
Other debt
Total
302.6
302.6
Beyond
5 years
2020 in € millions
Total
1 to 5 years
Lease payables relating to contracts refinanced
with recourse (non-current portion)
50.3
50.3
-
Bonds
248.7
25.6
248.7
25.6
-
-
Other debt
Total
324.6
324.6
14.3. Net financial debt
The concept of net debt as used by the
Group represents gross debt (see note 14.2)
less gross cash (see note 14.1 “Cash and
cash equivalents”). Gross debt includes all
interest-bearing debt and debt incurred
It does not include:
the gross purchase commitments of
leased assets (liability) and residual
interests in leased assets;
the
derivative
instrument
hedging
through
the
receipt
of
financial
Schuldschein notes; and
instruments.
lease liabilities.
238 2021 annual report
consolidated financial statements 06
notes to the consolidated financial statements
Net debt 2021
Non-cash flows
Changes
Amortised in scope
31 Dec.
2020
Cash
flows
31 Dec.
2021
in € millions
cost of
of Conversion
Other
the loan
consoli-
dation
Cash and cash
equivalents*
649.3 (244.4)
(0.8) 0.7
-
-
7.5
-
1.4
-
(7.9)
0.1
405.9
0.0
Bank overdrafts**
Cash and cash
equivalents net
of bank overdrafts(1)
648.5 (243.8)
-
7.5
1.4
(7.8)
405.9
Commercial paper
and credit lines
(155.9)
84.5
-
-
-
-
1.4
-
(0.5)
(71.9)
334.0
(182.5)
(56.4)
(13.0)
Net cash at bank
492.7 (159.2)
7.5
(8.3)
Convertible bond
(OCEANE)
(182.2)
(56.3)
4.4
1.6
(4.6)
(1.6)
(2.0)
-
-
-
-
-
-
Bond debt (Euro PP)
-
Bond debt
(Schuldschein)
(150.0)
139.0
-
Leases refinanced
with recourse
(76.2)
(7.5)
-
12.8
1.7
-
-
-
-
(6.8)
-
(0.6)
(0.1)
-
-
(64.0)
(12.8)
(5.2)
Factoring liabilities
with recourse
Reverse factoring
liabilities
(5.2)
-
Other non-current
liabilities
(0.1)
(472.5)
20.2
(67.5)
86.6
-
(8.2)
(8.2)
-
(6.8)
0.7
-
(0.6)
0.7
0.7
(67.0)
Sub-total
0.7 (400.8)
(7.6) (66.8)
(Net debt)/Cash
surplus
(72.6)
*
Positive gross cash and cash equivalents.
Including current bank overdrafts totalling €0.0 million at 31 December 2021 and €0.8 million at 31 December
2020.
**
(1)
The -€242.7 million change in net cash and cash equivalents net of bank overdrafts as shown in the statement of
cash flows is equal to the sum of monetary outflows (€243.8 million), cash acquired (€7.5 million), translation
adjustments (-€1.4 million) and translation losses (-€7.8 million).
Net financial debt corresponds to the amount after financing of Technology
Management & Financing self-funded contracts in the amount of €208.3 million.
2021 annual report 239
06 consolidated financial statements
notes to the consolidated financial statements
Net debt 2020
Non-cash flows
Changes
Amortised in scope
cost of
31 Dec.
2019
Cash
flows
31 Dec.
2020
in € millions
of Conversion
Other
the loan
consoli-
dation
Cash and cash
equivalents*
593.8
(18.2)
31.3
18.1
-
-
25.6
-
(2.4)
-
0.9
649.3
(0.8)
Bank overdrafts**
(0.7)
Cash and cash
equivalents net of
bank overdrafts(1)
575.6
49.5
-
25.6
(2.4)
0.2
648.5
Commercial paper
and credit lines
(292.0)
283.6
130.3
179.8
11.6
-
-
3.4
-
2.4
(155.9)
492.7
(182.2)
(56.3)
Net cash at bank
29.0
(2.4)
2.7
Convertible bond
(OCEANE)
(189.2)
(102.3)
(149.9)
(4.7)
(2.1)
(2.9)
-
-
-
-
-
-
-
-
-
Bond debt (Euro PP)
48.1
2.8
Bond debt
(Schuldschein)
(150.0)
Leases refinanced with
recourse
(90.3)
(4.0)
14.0
(3.5)
-
-
-
-
0.1
-
-
-
(76.2)
(7.5)
Factoring liabilities
with recourse
Other non-current
liabilities
-
(535.8)
(252.2)
(0.1)
72.9
-
(9.7)
(9.7)
-
-
-
0.1
-
-
(0.1)
(472.5)
20.2
Sub-total
(Net debt)/Cash
surplus
252.6
29.0
(2.2)
2.7
*
Positive gross cash and cash equivalents.
Including current bank overdrafts totalling €0.8 million at 31 December 2020 and €18.2 million at 31 December
2019.
The €72.9 million change in net cash and cash equivalents net of bank overdrafts as shown in the statement of
cash flows is equal to the sum of monetary outflows (€49.5 million), cash acquired (€25.6 million) less translation
adjustments (-€2.4 million) and translation losses (-€0.2 million).
**
(1)
240 2021 annual report
consolidated financial statements 06
notes to the consolidated financial statements
15. Equity items
15.1. Share capital
Following the exercise of 1,401,550 stock options, Econocom group SE issued 1,401,550 new
shares in the second half of 2021, bringing its share capital to €23,662,015. The total number
of shares was thus increased to 222,281,980.
Number of shares
Self-
Value in € millions
Issue Treasury
Share
Total
Outstanding
checking(1)
capital premium
shares
At 1 January 2020
245,380,430 23,458,144 221,922,286
23.5
213.6
(90.9)
Purchases of treasury
shares, net of sales
-
10,871,023 (10,871,023)
-
-
(25.6)
-
Exercise of options
and award of free
shares
-
-
(50,000)
-
50,000
-
-
Capital increase
-
-
-
-
-
-
-
Destruction of
treasury shares
(24,500,000) (24,500,000)
93.5
Refund of issue
premium
-
-
-
-
-
-
(23.0)
(83.0)
At 31 December 2020
220,880,430
9,779,167 211,101,263
23.5
213.6
Purchases of treasury
shares, net of sales
27,823,984 (27,823,984)
Exercise of options
and award of free
shares
(300,000)
300,000
1,401,550
Capital increase
1,401,550
0.2
3.7
Destruction of
treasury shares
Refund of issue
premium
(22.5)
At 31 December
2021
222,281,980
37,303,151 184,978,829
23.7
194.8 (106.0)
(1)
At 31 December 2021, all of the shares are in their own account.
The number of dematerialised shares stands at 160,382,730.
The number of registered shares is 61,899,250, a total of 222,281,980.
2021 annual report
241
06 consolidated financial statements
notes to the consolidated financial statements
Bearer shares
In 2019, following claims from two
shareholders (for a total of 6,488 shares)
from Caisse des Dépôts et Consignations,
the number of Econocom group shares
registered in the name of Caisse des
Dépôts et Consignations in our register
amounts to 1,085,668 shares.
of Econocom group shares registered in
the name of Caisse des Dépôts et
Consignations in the register of shares
therefore amounted to 1,078,244 shares.
In 2021, as there were no shareholder
claims, at 31 December 2021, the number of
Econocom group shares registered in the
In 2020, one shareholder claimed his
name
of
Caisse
des
Dépôts
et
shares,
representing
7,424 Econocom
Consignations in the register of shares
remained unchanged at 1,078,244 shares.
shares. At 31 December 2020, the number
15.2. Changes in equity attributable to owners
of the parent
At 31 December 2021, equity attributable to owners of the parent amounted to
€385.9 million (€406.1 million at 31 December 2020). The table below shows changes in this
item:
Attributable
in € millions
to owners
of the parent
At 31 December 2020
406.1
0.9
Impact of changes in accounting standards or policies (IFRIC IAS 19)
Comprehensive income
70.7
1.9
Share-based payments, net of tax
Refund of issue premiums/Payments to shareholders
Capital increase
(22.5)
3.9
Treasury share transactions
(83.0)
(3.0)
12.6
Change in fair value of liabilities under put options
Impact of put options granted to non-controlling shareholders
Reclassifications between equity attributable to owners of the parent
and non-controlling interests following acquisitions of additional shares
-
Miscellaneous (transactions impacting non-controlling interests and other
transactions)
(1.6)
At 31 December 2021
385.9
242 2021 annual report
consolidated financial statements 06
notes to the consolidated financial statements
15.3. Changes in equity not recognised in profit or loss
15.3.1. ECONOCOM GROUP SHARE-BASED PAYMENTS
The Group regularly awards stock purchase
and subscription options, as well as free
shares, to Management, certain corporate
officers and select employees. These
transactions are recognised at fair value at
the vesting period. An offsetting entry is
recorded to equity. Subsequent changes in
the fair value of the options do not impact
the initial measurement.
At the end of each reporting period, the
Group revises the assumptions used to
the
grant
date
using
the
Black-Scholes-Merton mathematical option
pricing model.
calculate
the
number
of
equity
instruments. The impact of this revised
estimate, if any, is taken to profit or loss and
the expenses accrued adjusted accordingly.
The offsetting entry is recorded in equity.
Fair value, corresponding to the estimated
cost of the services provided by the
beneficiaries, is recognised on a straight-line
basis in “Employee benefits expense” over
granted is expensed over the vesting period.
When the options are exercised, equity is
increased by the proceeds received.
15.3.1.1. Stock subscription
and purchase option plans
Stock subscription and purchase option
plans have been granted to some of the
Group’s employees and corporate officers for
an agreed unit price. Stock subscription and
purchase option plans are equity-settled
share-based payment transactions. In
accordance with the number of options
expected to vest, the fair value of the options
The characteristics of these plans are
detailed below. It should be noted that the
number of options granted remains
unchanged but that owing to the share
split, the number of rights attached to each
option has doubled.
2021 annual report 243
06 consolidated financial statements
notes to the consolidated financial statements
2017
Options(2)
Stock option plans
2014 Options(1)
Total
Year granted
2014
2015
2016
2017
Options outstanding
at 31 December 2020
1,599,620
356,800
85,000
90,000 2,131,420
Options granted
during the period
-
(1,024,775)
(574,845)
-
-
-
-
-
Options exercised
during the period(3)
-
-
-
-
- (1,024,775)
Options lapsed, forfeited
or cancelled
-
(574,845)
Options outstanding
at 31 December 2021
356,800
85,000
90,000
531,800
Rights granted in number
of shares (comparable)
at 31 December 2020
3,199,240
713,600
170,000
90,000 4,172,840
Rights granted in
number of shares
(comparable)
648,000
713,600
170,000
90,000 1,621,600
at 31 December 2021
Option exercise price
(in €)
5.52
2.76
3.50
7.70
3.85
-
11.48
5.85
-
6.04
6.04
-
Share purchase price
(in €)
Average share price
at the exercise date
Expiry date
Dec. 2021 Dec. 2022 Dec. 2023 Dec. 2023
-
(1)
In December 2014, the Board of Directors approved a plan to issue 2,500,000 stock subscription rights. These
options were issued by the Compensation Committee in 2014 (2,075,000 options), 2015 (360,000 options) and 2016
(105,000 options). The formula adopted will allow Econocom group to issue new shares upon exercise of these
options.
In May 2017, the Board of Directors approved a plan to issue 2,000,000 stock subscription rights, 1,950,000 of
which were issued in December 2017 by the Compensation Committee. These options will also give rise to the
issue of new shares.
(2)
(3)
Of which 324,000 options (giving entitlement to 648,000 shares) were exercised at the end of December 2021 and
resulted in the allocation of underlying shares in January 2022.
244 2021 annual report
consolidated financial statements 06
notes to the consolidated financial statements
The fair values of the options were measured at the grant date using the
Black-Scholes-Merton mathematical option pricing model. The table below shows the
measurements along with the main assumptions used:
General
Initial measurement assumptions (IFRS 2)
information
Estimated
Year
granted
Options
outstanding
Fair
value
Vesting
period
future
dividend
in %
Plan
Volatility
TISR(1)
2014
2015
2016
2017
324,000
356,800
85,000
90,000
0.73
1.00
1.65
1.08
28% 4 years
28% 4 years
30% 4 years
29% 4 years
2%
2%
0.32%
0.35%
2014
2017
2% 0.02%
2% 0.13%
(1)
TISR: risk-free interest rate.
Options are measured at fair value at
the grant date in accordance with IFRS 2.
15.3.1.2.Free share plan
In July 2021, the Board of Directors of
Econocom granted 2,000,000 free shares.
Volatility is calculated by an actuary based
on
a four-year record of daily prices
Vesting may be subject to the achievement
of individual and/or collective objectives,
that may be internal and/or external to the
Econocom group.
preceding the option grant date, in line
with the maturity of the options.
A detailed description of these stock option
plans can be found in section 5.10 of the
Management Report.
As at 31 December 2021, 3,000,000 free
shares had not been fully vested.
2021 annual report 245
06 consolidated financial statements
notes to the consolidated financial statements
Free
Free
shares
shares
Loss or
cancella-
tion
Vesting
date
unvested
as of
31 Dec. 2020
Award
Vesting
unvested
as of
31 Dec. 2021
3
4
5
1
60,000
60,000
60,000
300,000
(60,000)
(10,000)
(10,000)
- March 2021
50,000 March 2022
50,000 March 2023
2018
2020
2021
(300,000)
-
July 2021
July/Sept.
2022
2
900,000
400,000
900,000
3
1
(400,000)
-
400,000
900,000
700,000
July 2023
July 2022
July 2023
July 2024
-
400,000
900,000
700,000
2
3
Total 1,780,000 2,000,000 (300,000) (480,000) 3,000,000
Each tranche is contingent on the
employee being present in the Group
throughout the vesting period, and on a
series of conditions relating to performance
and in some cases, share price.
15.3.2. PROVISIONS FOR PENSIONS
AND OTHER POST-EMPLOYMENT
BENEFIT OBLIGATIONS
The impact of provisions for pensions
and other post-employment benefits on
consolidated equity is set out in note 17.
15.3.1.3.Econocom group
share-based payment expense in
the income statement
15.3.3. TREASURY SHARES
The total expense taken to profit or loss in
2021 in respect of share-based payments
amounted to €2.7 million, and was
recorded in employee benefits expense
within profit (loss) from current operating
activities.
Treasury shares and the related transaction
costs are recorded as a deduction from
equity.
When
they
are
sold,
the
consideration received in exchange for the
shares net of the transaction costs is
recorded in equity.
The total expense taken to profit or loss in
2020 in respect of share-based payments
amounted to €0.8 million, and was
recorded in employee benefits expense
within profit (loss) from current operating
activities.
246 2021 annual report
consolidated financial statements 06
notes to the consolidated financial statements
At 31 December 2021, the Group held
37,303,151 treasury shares (i.e., 16.78% of
the total number of shares) through the
parent company Econocom group SE and
its subsidiaries.
15.3.4. DIVIDEND
The Board of Directors recommends that at
the General Meeting shareholders vote to
refund the issue premium considered as
paid-in capital, in an amount of €0.14 per
share. The table below also shows the
dividend per share paid by the Group in
respect of previous years.
Issue premium
refund
Issue premium
Dividend paid
in 2020
proposed refunded in 2021
in 2022(1)
Total dividend in € millions
25.9
0.14
22.5
0.12
25.7
0.12
Dividend per share in €
(after the share split)
(1)
Calculated based on the total number of shares outstanding at 31 December of each year.
As this refund of the issue premium is
subject to the approval of the General
Meeting, it is not recognised as a liability in
the consolidated financial statements for
the year ended 31 December 2021.
of subsidiaries with functional currencies
other than the euro. Foreign exchange
gains and losses recorded in equity
attributable to owners of the parent and
non-controlling interests represented
a
decrease of €4.8 million versus a decrease
of €10.0 million at 31 December 2020. At
31 December 2021, changes in this item
result chiefly from fluctuations in the value
of the pound sterling and Polish zloty.
15.3.5. CURRENCY TRANSLATION
RESERVES
Currency translation reserves correspond to
the cumulative effect of the consolidation
2021 annual report 247
06 consolidated financial statements
notes to the consolidated financial statements
15.4. Change in non-controlling interests
At 31 December 2021, non-controlling interests amounted to €58.4 million (€66.8 million at
31 December 2020). The table below shows changes in this item:
Non-controlling
in € millions
interests
At 31 December 2020
66.9
Share of comprehensive income attributable to non-controlling interests
4.9
Impact of put options granted to non-controlling shareholders
(12.6)
Reclassifications between equity attributable to owners of the parent and
non-controlling interests following acquisitions of additional shares
-
Miscellaneous transactions impacting reserves of non-controlling interests
(0.7)
At 31 December 2021
58.4
The share of profit recognised in the income statement for non-controlling interests
represents +€4.7 million for 2021 (compared with +€3.4 million in 2020).
15.5. Information regarding non-controlling interests
At 31 December 2021, non-controlling
interests primarily concerned Econocom’s
“Satellites” in Products & Solutions and
Services: Altabox, Asystel Italia, Exaprobe
and Helis.
Econocom
consolidated equity.
group’s
total
assets
or
Current accounts granted to these
companies by Econocom Finance SNC
amounted
to
-€31.2
million
at
Together these companies accounted for
10.3% of total assets and 24.0% of
consolidated equity at 31 December 2021.
Taken individually, none of these entities
31 December 2021.
After eliminating items between these
companies and other Group companies,
these entities contributed €399.6 million to
revenue in 2021.
represents
a
significant percentage of
248 2021 annual report
consolidated financial statements 06
notes to the consolidated financial statements
16. Provisions
The Group recognises provisions when it has
a legal or constructive obligation towards a
third party as a result of past events which is
likely to result in an outflow of resources
that can be measured reliably.
Short-term provisions
Short-term provisions primarily correspond
to provisions for claims related to the
Group’s normal operating cycle and which
are expected to be settled within 12 months.
The amount recognised represents the best
estimate of the expenditure expected to be
required to settle the present obligation,
taking into account the risks and
uncertainties known at the reporting date.
They mainly include:
provisions for social risks (including risks
arising from reorganisation measures);
tax and legal risks (disputes in progress
with customers, suppliers, agents or tax
authorities);
Long-term provisions
Long-term provisions cover risks which are
not reasonably expected to materialise for
several years, and concern social risks.
They are discounted if required.
deferred commissions (calculated contract
by contract based on the residual value of
leased assets, less any residual commercial
value of the contracts concerned);
other provisions.
Contingent liabilities
Provisions for tax, legal and commercial
risks
Other than the general risks described in
note 19, the Group did not identify any
material risks not provisioned in its financial
statements.
This item includes provisions for legal and
commercial risks in the amount of
€15.3 million, which mainly cover the risks
related to ongoing litigation with customers.
Provisions for restructuring and social
risks
Provisions for other risks
Provisions for restructuring and social risks in
the amount of €6.6 million cover future costs
related particularly to the reorganisation of
certain entities, on the one hand, and
litigation with former employees, on the
other.
Provisions for other risks (€7.7 million)
cover a wide variety of risks.
2021 annual report 249
06 consolidated financial statements
notes to the consolidated financial statements
Change in 2021 provisions
Rever-
sals
(not
used)
Changes in
scope of
consolidation
Rever-
sals
used differences*
Other and
exchange
31 Dec.
2020
Addi-
tions
31 Dec.
2021
in € millions
Restructuring
and social risks
4.9
1.0
3.6
5.1
(1.5)
(1.6)
0.2
6.7
Tax, legal and
commercial risks
23.0
(0.4)
(2.7)
(5.4)
(3.4)
16.2
Deferred commissions
Other risks
1.4
20.0
49.2
11.5
-
(2.8)
(2.2)
0.9
0.2
1.0
(0.1)
(2.4)
(6.7)
(1.0)
(0.0)
(1.2)
(8.2)
-
-
(7.0)
(10.2)
(6.7)
1.4
7.7
Total
9.9
0.3
9.6
31.9
5.0
Long-term
Short-term
37.7
(3.1)
(5.7)
(8.2)
(3.5)
26.9
Profit (loss) impact of movements in provisions
Profit (loss) from continuing
operations
7.9
(5.8)
(6.8)
Profit (loss) from discontinued
operations
2.0
(0.4)
(0.6)
-
(1.4)
Income tax expense
-
-
-
-
Profit (loss) from discontinued
operations
*
Mainly corresponding to balance sheet reclassifications
Change in 2020 provisions
Rever-
sals
(not
used)
Changes in
scope of
consolidation
Rever- Other and
sals exchange
used differences
31 Dec.
Addi-
tions
31 Dec.
2020
in € millions
2019
Restructuring and
social risks
6.7
-
-
2.4
(0.4)
(3.7)
(4.0)
(3.8)
0.3
4.9
Tax, legal and
commercial risks
19.2
12.3
(1.0)
23.0
Deferred commissions
Other risks
1.5
8.5
-
3.7
3.7
-
-
12.7
27.4
9.7
(0.1)
(4.6)
(8.7)
(0.7)
(8.0)
(0.1)
(0.3)
(8.1)
(0.6)
(7.5)
-
-
1.4
20.0
49.2
11.5
Total
35.8
3.3
(0.7)
-
Long-term
Short-term
32.6
3.7
17.7
(0.7)
37.7
Profit (loss) impact of movements in provisions
Profit (loss) from continuing
operations
11.6
(8.4)
(4.5)
Profit (loss) from discontinued
operations
8.8
-
(0.3)
(3.2)
(0.4)
-
Income tax expense
-
-
Profit (loss) from discontinued
operations
7.0
250 2021 annual report
consolidated financial statements 06
notes to the consolidated financial statements
17. Provisions for pensions
and other post-employment
benefit obligations
17.1. Description of pension plans
Post-employment benefits are granted
under defined contribution plans or
defined benefit plans.
not have sufficient assets to pay all benefits
relating to past service costs.
These plans are classified and accounted
for as IAS 19 defined benefit plans.
17.1.1. DEFINED CONTRIBUTION
PLANS
17.1.2. DEFINED BENEFIT PLANS
A defined contribution plan is a plan under
which the Group pays fixed contributions
to an external entity that is responsible for
the plan’s administrative and financial
management. The employer is therefore
free of any subsequent obligation as the
agency is in charge of paying employees
the amounts to which they are entitled
(basic Social Security pension plan,
supplementary pension plans).
Defined benefit plans are characterised by
the employer’s obligation to its employees.
Provisions are therefore accrued to meet
this obligation.
The defined benefit obligation is calculated
using the projected unit credit method,
which uses actuarial assumptions as
regards salary increases, retirement age,
mortality, employee turnover and the
discount rate.
Special case: pensions plans in Belgium
Changes in actuarial assumptions, or the
difference between these assumptions and
actual experience, result in actuarial gains
or losses. These are recognised in other
comprehensive income for the period in
which they occur, in accordance with the
Group’s accounting principles.
The Belgian “Vandenbroucke Law” states
that
minimum
contributions.
employers
must
return
All
guarantee
a
on
employee
defined
Belgian
contribution plans are therefore treated as
defined benefit plans in accordance with
IFRS.
For
the
Group,
defined
benefit
As from 1 January 2016, the Group has been
required to guarantee a minimum return
for contributions paid in. The return
depends on the yield on Belgian 10-year
government bonds but should be between
1.75% and 3.25%. There will be no distinction
made between employer and employee
contributions.
postemployment plans primarily concern
the benefits described below:
severance pay in France:
lump-sum benefits
according to the employee’s years of
service and his/her average
calculated
compensation over the last 12 months
prior to his/her departure,
Employers are exposed to a financial risk as
a result of this guaranteed minimum return
for defined contribution plans in Belgium,
since they have a legal obligation to pay
additional contributions if the plan does
the calculation is based on inputs
defined by the Human Resources
Department in France in November
each year,
2021 annual report
251
06 consolidated financial statements
notes to the consolidated financial statements
the calculated amount is set aside
“Group” insurance in Belgium:
under provisions in the balance sheet;
defined contribution plans, which
termination benefits in Italy:
provide
a
guaranteed return on
payments made by the employer and
the employee, payable as either
a lump-sum benefit or equivalent
annuity, or compensation in the event
of death during employment. As the
rights vested by employees for each
year of service pro rata to their gross
annual compensation, revised every
year and paid in advance or upon
retirement, voluntary departure or
termination,
payment
guaranteed
by
the
insurance company is uncertain, the
Group presents these plans as
defined benefit plans, even though
the amount of such plans in the
balance sheet is subject to only
minimal changes.
the calculated amount is set aside
under provisions in the balance sheet.
At Econocom International Italia and
Asystel Italia, all rights arising after
1 January 2007 have been transferred to an
external entity and provisions therefore
only concern rights vested at 31 December
2006 for which the Group was still liable at
31 December 2021.
The Group has plan assets in France and
Belgium. The expected rate of return on
plan assets has been set at the same level
as the rate used to discount the obligation.
Since Italy requires rights to be transferred
to a third party or treasury fund as from a
certain threshold only, certain rights
relating to Bizmatica were kept on the
Group’s books.
Provisions
for
pensions
and
other
post-employment benefit obligations for
activities held for sale are recognised under
“Liabilities held for sale”.
The amounts which Econocom expects to
pay directly in 2022 in respect of its
employer contribution to the bodies in
charge of collecting contributions, will
represent around €1 million.
252 2021 annual report
consolidated financial statements 06
notes to the consolidated financial statements
17.2. Actuarial assumptions and experience
adjustments
Actuarial valuations depend on a certain number of long-term variables. These variables are
reviewed every year.
France
2021
55-65 years 63-65 years 60-65 years 60-65 years
Other countries(1)
2020
2021 2020
Retirement age
old
old
old
old
2.00% -
2.84%
Salary increase rate and rights vested
2.40%
2.20%
2.40
Inflation rate
Discount rate
1.90%
1.70%
0.35%
1.90%
1.70%
0.35%
0.90%
0.90%
INSEE
2014-2016
INSEE
2014-2016
Mortality table
-
-
(1)
Individually, the “Other countries” had an immaterial impact.
The
employee
turnover
rate
was
A
decrease of around 0.25 percentage
determined based on statistics for each
country and business. The employee
turnover rate is applied depending on the
age band of each employee and, for certain
countries, depending on the employee’s
status (managerial grade/non-managerial
grade).
points in the discount rate would lead to an
increase in the provision of approximately
€1.5 million.
A
0.25 percentage
point
increase in the discount rate would lead to
a €1.4 million decrease in the provision.
In accordance with IAS 19, the discount
rates applied to determine the amount of
the obligation are based on the yield on
long-term private-sector bonds over a term
matching that of the Group’s obligations.
in € millions
31 Dec. 2021
64.7
31 Dec. 2020
Present value of obligation (a)
Present value of assets (b)
70.7
27.4
1.7
26.7
Impact of discontinued activities and disposals (c)
Provision for pension obligations (a) – (b) – (c)
Long-service awards
1.8
36.2
41.5
0.2
0.3
Provisions for pension and other post-employment
benefit obligations
36.5
41.8
2021 annual report 253
06 consolidated financial statements
notes to the consolidated financial statements
17.3. Income and expenses recognised in profit or loss
Items of pension cost
31 Dec. 2020
in € millions
31 Dec. 2021
restated*
(3.4)
2.1
Service cost
(3.7)
2.3
Curtailment/termination
Interest expense
(0.2)
0.1
(0.3)
0.2
Expected return on plan assets
Total costs recognised in profit or loss
(1.4)
(1.3)
Total costs recognised in other items
of comprehensive income
(4.3)
1.4
*
In accordance with IFRS 5 (see 2.2.4.), 2020 income and expenses of operations considered discontinued in 2021
are reclassified to “Profit (loss) from discontinued operations” in the 2020 income statement.
Service cost is shown within “Employee benefits expense” in the income statement.
Interest expense, corresponding to the cost of discounting the obligation, is included in
“Financial expenses”. Curtailments and terminations are mainly included in Non-recurring
operating income and expenses.
17.4. Changes in provisions recorded in the balance
sheet
Changes in the 2021 provision
Changes
Actuarial
in scope
of
consoli-
dation
Benefits
paid
directly
31 Dec.
2020
Income
statement
gains
and
losses(1)
31 Dec.
2021
in € millions
IFRS 5
France
34.2
7.3
(0.4)
-
1.4
(0.6)
-
-
(3.2)
(1.1)
31.4
4.8
Other countries
(0.0)
(1.5)
Provisions
for pensions
41.5
(0.4)
1.4
(0.6)
(1.5)
(4.3)
36.2
Long-service awards
(France)
0.2
-
0.1
-
-
-
0.3
Total
41.8
(0.4)
1.5
(0.6)
(1.5)
(4.3)
36.5
(1)
Cumulative revaluation gains and losses carried in other comprehensive income represented a net negative
amount of €1 million in 2021 and €5.1 million in 2020, i.e., a change of €4.1 million between the two periods,
resulting primarily from the change in actuarial assumptions and from changes in scope of consolidation.
254 2021 annual report
consolidated financial statements 06
notes to the consolidated financial statements
Changes in the 2020 provision
Changes in
scope of
Benefits
paid
directly
Actuarial
gains and
losses(1)
31 Dec.
Income
31 Dec.
2020
in € millions
2019
consoli- statement
dation
France
30.5
2.7
-
0.9
0.5
(0.4)
(0.6)
0.5
0.8
34.2
7.3
Other countries
6.6
Provisions for
pensions
37.1
2.7
1.4
(1.0)
1.4
41.5
Long-service awards
(France)
0.3
-
-
-
-
0.2
Total
37.4
2.7
1.4
(1.0)
1.4
41.8
(1)
Cumulative revaluation gains and losses carried in other comprehensive income represented a net negative
amount of €5.1 million in 2020 and €4.3 million in 2019, i.e., a change of -€0.8 million between the two periods,
resulting primarily from the change in actuarial assumptions and from changes in scope of consolidation.
17.5. Changes in plan assets
Changes in 2021 plan assets
Effects from
changes Expected
in scope of
Actuarial
gains 31 Dec.
Benefits Benefits
paid by paid by
in €
millions
31 Dec.
2020
Curtailment/
termination
return
and
2021
employer
fund
(0.6)
(1.4)
consolidation
losses
France
2.0
25.4
27.4
-
(0.6)
(0.6)
0.0
0.1
-
1.0
1.0
-
0.2
0.2
-
0.5
0.5
1.5
25.2
26.7
Other
countries(1)
Total
0.1
(2.0)
(1)
Including €25.2 million at 31 December 2021 relating to Belgian entities.
These plan assets are mainly invested in financial investments with banks and insurance
companies.
Changes in 2020 plan assets
Effects from
changes in Expected
scope of
consolidation
Actuarial
gains 31 Dec.
Benefits Benefits
paid by paid by
in €
millions
31 Dec.
2019
Curtailment/
termination
return
and
2020
employer
fund
(0.4)
(0.6)
(1.0)
losses
France
3.1
24.1
27.3
(0.8)
-
0.1
0.2
0.2
-
1.0
1.0
-
0.2
0.2
-
0.5
0.5
2.0
25.4
27.4
Other
countries(1)
Total
(0.8)
(1)
Including €24.8 million at 31 December 2020 relating to Belgian entities.
2021 annual report 255
06 consolidated financial statements
notes to the consolidated financial statements
17.6. Estimated payments under defined benefit plans
(no discounting) over a ten-year period
Timing of estimated payments to be made
to employees under the main defined
benefit plans, either by the plan (plan
assets) or directly by Econocom if there are
no plan assets:
Due
in less
in € millions
1-2 years 2-3 years 3-4 years 4-10 years
Total
than
1 year
Estimated payments
2.5
1.2
1.8
5.0
29.4
39.9
18. Notes to the consolidated
statement of cash flows
Definition of cash flows
Cash flows are presented in the statement
of cash flows, which analyses changes in
cash flows from all activities, including
continuing and discontinued operations as
well as activities held for sale.
Cash as presented in the statement of cash
flows includes cash and cash equivalents,
presented net of bank overdrafts.
Year-on-year changes in cash and cash equivalents can be broken down as follows in 2021
and 2020:
in € millions
2021
648.5
2020
575.6
72.9
Net cash and cash equivalents at 1 January
Change in net cash and cash equivalents
Net cash and cash equivalents at 31 December
(242.7)
405.9
648.5
18.1. Comments on the net cash flows from (used in)
operating activities
Net cash flows from (used in) operating
activities totalled +€63.4 million in 2021
compared to +€222.7 million in 2020,
reflecting:
decrease of €52.6 million in 2020); the
change between 2020 and 2021 is the
result of an increase in the leasing of
strategic assets financed with equity,
which had been deliberately limited over
the last two years;
cash flow from operating activities
totalling €133.1 million in 2021 versus
€101.3 million in 2020;
further increases in working capital
requirements of €22.0 million in 2021
(compared to a decrease of €82.9 million in
2020), including in particular €48.0 million
in purchases and conversion of vessels into
inventories.
an increase in outstandings related to
self-funded contracts in the Technology
Management
&
Financing activity for
€22.4 million in 2021 (compared to
a
256 2021 annual report
consolidated financial statements 06
notes to the consolidated financial statements
18.1.1. NON-CASH EXPENSES (INCOME)
2020
restated*
in € millions
Notes
2021
Elimination of share of profit (loss) of associates
and joint ventures
-
41.9
4.4
Depreciation/amortisation of tangible and intangible assets
10.1/10.2
39.7
Net additions to (reversals from) provisions for contingencies
and expenses
(4.4)
Change in provisions for pensions and other
post-employment benefit obligation
0.9
-
0.1
-
Impairment of non-current financial assets
Impairment of trade receivables, inventories and other
current assets
(18.6)
(1.8)
Total provisions, depreciation, amortisation
and impairment
17.6
5.7
44.5
(3.3)
(2.3)
Change in residual interest in leased assets(1)
Cost of discounting residual interest in leased assets
and gross commitments on residual financial assets
(1.3)
Losses (gains) on disposals of property, plant and equipment
and tangible and intangible assets
-
4.0
Gains and losses on fair value remeasurement
Expenses calculated for share-based payments
2.4
(0.7)
1.9
0.4
1.3
Impact of sold operations and changes in consolidation
methods and other income/expenses with no effect on
cash and cash equivalents
(9.9)
(23.6)
Other non-cash expenses (income)
(10.1)
13.2
(20.3)
20.9
Non-cash expenses (income)
(1)
Changes in the Group’s residual interest in leased assets compare the undiscounted value of the residual interest
from year to year, adjusted for currency impacts. The impact for the period of discounting is eliminated in the
“Other non-cash expenses (income)” item.
In accordance with IFRS 5, the restatement of the 2020 figures reflects the reclassification of operations
considered discontinued in 2021 to Net change in cash and cash equivalents from discontinued operations.
*
2021 annual report 257
06 consolidated financial statements
notes to the consolidated financial statements
18.1.2. COST OF NET DEBT
The reconciliation of financial expense booked in the income statement with financial
expense relating to the cost of debt as presented in the statement of cash flows can be
presented as follows:
2021
Discounting
and change
in fair value
Currency
impact
and other
consolidated
income
Cost of net
debt in 2021
in € millions
statement
Net financial expense –
operating activities
0.3
(1.3)
3.0
2.0
Other financial income
and expenses(1)
(9.8)
(0.2)
(2.6)
(12.7)
Total
(9.5)
(1.5)
0.4
(10.6)
(1)
Including accrued interest on amortised OCEANEs in the amount of €3.4 million.
18.1.3. CHANGE IN WORKING CAPITAL REQUIREMENT
Change in working capital requirement can be analysed as follows:
Change
Reclass.
in working
assets/
31 Dec.
2020
capital
require-
ment
Other
changes(1)
31 Dec.
2021
in € millions
Notes
liabilities
held
for sale
in 2021
Other long-term receivables,
gross
10.4
24.5
(1.9)
0.0
0.7
23.3
Inventories, gross
12.1
12.2
11.1
85.9
970.6
175.2
43.1
(107.7)
-
(1.0)
(20.4)
-
1.7
8.4
129.8
850.8
170.7
Trade receivables, gross
Other receivables, gross
(4.6)
Residual interest in leased
assets(2)
12.6
-
(0.5)
(0.9)
10.9
Current tax assets
12.2
12.2
17.4
2.1
(1.3)
0.1
1.5
19.7
27.1
Other current assets
30.4
(0.7)
(2.6)
Trade receivables and
other operating assets
1,316.7
(65.1)
(23.1)
4.2
1,232.3
Other non-current liabilities
Trade payables
(6.6)
(103.7)
(13.2)
(1.8)
7.4
(0.0)
(1.3)
(0.4)
18.1
(0.9)
(0.5)
(2.6)
(8.5)
1.1
(9.3)
(98.1)
11.2
Other payables
(1.0)
100.3
7.4
(17.2)
Current tax liabilities
Other current liabilities
12.3
12.4
(992.1)
(62.9)
(882.0)
(52.1)
2.3
Gross commitments
on residual financial assets(3)
12.4
(127.5)
(2.8)
109.6
44.5
0.7
(2.5)
(132.1)
Trade and other operating
payables
(1,306.0)
19.4
(13.9)
(1,190.8)
Total change in working
capital requirements
(1)
Mainly corresponding to changes in the scope of consolidation, in fair value and translation adjustments.
Changes in the residual interest in leased assets are shown in cash flows from operating activities.
Corresponding to changes in residual financial assets excluding the currency effect and discounting in the period.
(2)
(3)
258 2021 annual report
consolidated financial statements 06
notes to the consolidated financial statements
18.2. Breakdown of net cash flows from (used in)
investing activities
Net cash flows from investing activities
net cash inflows of €6.2 million mainly
related to the disposal of Alter Way and
the acquisition of Trams, less payments of
earn-outs and deferred debt;
totalled -€6.6 million, primarily reflecting:
cash outflows of €15.3 million resulting
from investments in tangible and
intangible assets relating to the Group’s IT
infrastructure and applications (see
note 10);
net cash inflows of €2.6 million mainly
related to the disposal of investment
securities.
18.3. Breakdown of net cash flows from (used in)
financing activities
Net cash flows from financing activities
lease payments in the amount of
€20.3 million related to leases where
Econocom is the lessee (buildings and
amounted
reflecting:
to
-€296.5 million,
mainly
vehicles)
accordance with IFRS 16;
and
presented
here
in
cash outflows of €82.9 million relating to
treasury share buybacks;
the decrease in lease refinancing liabilities
of €13.1 million;
disbursements
€3.3 million related to the buybacks of
OCEANE bonds (see note 14);
in
the
amount
of
interest payments totalling €7.9 million in
the year (including coupon payments on
bonds loans);
dividend payments of €23.9 million to
Group or subsidiary shareholders;
capital increase in the amount of
€4.6 million.
the repayment of commercial paper in
the amount of €97.5 million;
outflows of €52.2 million in repayments of
financial debts;
2021 annual report 259
06 consolidated financial statements
notes to the consolidated financial statements
19. Risk management
rate and foreign exchange risk) and
liquidity risks are handled by Group
Management.
19.1. Capital adequacy
framework
The Group seeks a level of gearing that
maximises value for shareholders while
maintaining the financial flexibility that is
required to implement its strategic
projects.
19.2.1. MARKET RISK
At the end of the year, Group Management
fixes all of the rates to be applied in the
following year’s budgeting process.
Treasury shares are detailed in note 15.3.3.
The Group manages its exposure to interest
rate and foreign exchange risks by using
hedging instruments such as swaps and
foreign exchange forward contracts. These
derivative financial instruments are used
purely for hedging and never for
speculative purposes.
The only potentially dilutive instruments
are free shares granted under performance
share plans, stock options (see note 15) and
convertible bonds (see note 14).
19.2. Risk management
policy
19.2.1.1. Foreign exchange risk
The Group’s activities are subject to certain
financial risks: market risk (including
foreign exchange risk, interest rate risk and
price risk), liquidity risk and credit risk.
The Group operates chiefly in the eurozone;
however, following the expansion of
operations in non-eurozone countries in
Europe, as well as North and South
America, the Group may be exposed to
foreign exchange risk on other currencies.
The table below summarises the sensitivity
of certain consolidated income statement
lines to an increase or decrease of 10% in
exchange rates against the euro, linked to
the translation of the subsidiaries’ foreign
currency accounts.
The
Group’s
overall
financial
risk
management policy focuses on reducing
exposure to credit risk and interest rate risk
by transferring finance lease receivables to
refinancing institutions and by using
factoring solutions on a non-recourse basis
in the Services and Products & Solutions
businesses. Financial market risks (interest
260 2021 annual report
consolidated financial statements 06
notes to the consolidated financial statements
Sensitivity of income statement
Sensitivity
to a change
of:
Contribution to the consolidated financial
statements
in € millions
Other
currencies
EUR
GBP
USD
PLN
Total
+10%
(10%)
Revenue
from continuing
operations
2,324.4
71.0
84.8
14.8
9.6 2,504.7 (16.4) +20.0
Profit (loss)
from continuing
operations
120.7
1.1
7.8
0.2
3.7
133.5
(1.2)
+1.4
Profit
57.0
0.5
7.4
0.2
5.0
70.1 (1.2)
+1.5
Since the subsidiaries’ purchases and sales
are mainly denominated in the same
currency, this exposure is limited. Econocom
group does not deem this risk to be material.
of movements in the dollar, the impact on
profit or loss is not material.
19.2.2. INTEREST RATE RISK
Econocom’s operating income and cash
flows are substantially independent of
changes in interest rates. Sales of leases to
refinancing institutions are systematically
based on fixed rates. Income arising on
these contracts is therefore set at the outset
and only varies if the contract is amended.
The Group may also be required to manage
finance leases agreements denominated in
US dollars in its Technology Management &
Financing business. Foreign exchange risk is
hedged naturally due to the specific way in
which these agreements work. Regardless
The table below presents a breakdown of fixed-rate and floating-rate debt:
At 31 December 2021 At 31 December 2020
in € millions
% total
% total
debt
Outstanding
Outstanding
debt
Fixed rate(1)
316.0
156.7
67%
464.9
163.5
74%
26%
Floating rate(2)
33%
Gross debt(2) (see note 14.2)
472.7
100%
628.3
100%
(1)
Of which the OCEANE convertible bond (issued in March 2018. In 2020, one tranche of the "Schluldschein" notes
(€115 million) repaid in May 2021 bore interest at floating rates; however, an interest rate swap had been set up at
the outset to convert this floating rate to a fixed rate.
(2)
Excluding bank overdrafts.
2021 annual report
261
06 consolidated financial statements
notes to the consolidated financial statements
At 31 December 2021, some of the Group’s
debt is at floating rates and comprises
short-term borrowings (credit lines and
commercial paper), and short-term factoring
agreements.
The method is regularly compared with
actual transactions, and annual statistics
are compiled to validate the suitable and
prudent nature of the selected method.
19.2.4. LIQUIDITY RISK
The interest rate sensitivity analysis shows
that a 1% (100 basis point) rise in short-term
interest rates would result in a €1.8 million
impact on in profit (loss) before tax.
The Financing Department is responsible
for ensuring that the Group has a constant
flow of sufficient funding:
by analysing and updating cash flow
forecasts on a monthly basis for the
Group’s 15 main companies;
19.2.3. PRICE RISK
The Group is exposed to the risk of
fluctuations in the residual interests of
leased equipment within the scope of its
by negotiating and maintaining sufficient
outstanding lines of financing;
Technology Management
&
Financing
by optimising the Group’s cash pooling
system in order to offset cash surpluses
and internal cash requirements.
business. It deals with this risk by
calculating the future value of equipment
using the diminishing balance method,
thereby guarding against the risk of
obsolescence. This method is described in
note 11.1.
The credit lines negotiated in place at 31 December 2021 are shown below:
Total amount
Total amount
drawn down
2021 in € millions
available
Unconfirmed credit lines(1)
86
-
-
-
Confirmed credit lines
273
Total credit lines
359
(1)
Repayment schedule not defined.
The credit lines ensure that the Group has
the liquidity needed to fund its assets,
programme (capped at €200 million) was
€21.5 million.
short-term
development at the lowest possible cost.
cash
requirements
and
The characteristics of bond loans are set
out in note 14.2.
In October 2015, Econocom set up
commercial paper programme on the
French market. At 31 December 2021, the
a
Based on its current financial forecasts,
Econocom Management believes it has
sufficient
resources
to
ensure
the
amount
outstanding
under
this
continuity and development of its activities.
262 2021 annual report
consolidated financial statements 06
notes to the consolidated financial statements
Maturity analysis for financial liabilities (excluding derivative instruments) and other
liabilities (including liabilities under put and call options)
The following maturity analysis for financial liabilities (principal and interest) shows
remaining contractual maturities on an undiscounted basis:
Total
Less
Beyond
5 years
2021 in € millions
1 to 5 years
commitment than 1 year
Lease liabilities
58.7
18.0
24.2
40.7
80.1
-
-
Gross commitments on residual
financial assets
104.3
Liabilities relating to contracts
refinanced with recourse
149.0
65.6
67.8
15.5
Bank debt, commercial paper
and other
71.9
187.8
70.6
45.0
0.9
26.9
186.9
13.3
-
-
-
Convertible loans bonds (OCEANE)
Non-convertible loans bonds
(Euro PP/Schuldschein)
57.3
Acquisition-related liabilities
Other non-current liabilities
Trade payables
56.7
9.3
47.1
5.4
4.7
4.0
-
4.8
-
-
707.3
707.3
Other payables
(excluding derivative instruments)
174.7
174.7
-
-
Other current liabilities
12.8
12.8
-
-
Total
1,603.2
1,158.5
424.5
20.2
Total
Less
Beyond
5 years
2020 in € millions
1 to 5 years
commitment than 1 year
Lease liabilities
57.5
111.0
22.5
29.8
35.0
81.2
-
-
Gross commitments on residual
financial assets
Liabilities relating to contracts
refinanced with recourse
83.8
33.5
50.4
-
Bank debt, commercial paper
and other
155.9
192.4
212.0
130.4
1.0
25.5
191.4
70.6
-
-
-
Convertible loans bonds (OCEANE)
Non-convertible loans bonds
(Euro PP/Schuldschein)
141.5
Acquisition-related liabilities
Other non-current liabilities
Trade payables
61.8
6.6
13.4
6.6
48.5
-
-
-
-
-
775.2
775.2
Other payables (excluding derivative
instruments)
215.7
215.7
-
-
Other current liabilities
5.5
5.5
-
Total
1,877.5
1,375.0
502.6
-
2021 annual report 263
06 consolidated financial statements
notes to the consolidated financial statements
19.2.5. CREDIT AND COUNTERPARTY RISK
The Group has no significant exposure to
credit risk. It has policies in place to ensure
that sales of goods and services are made
to customers with an appropriate credit
history. The Group’s exposure is also limited
as it does not have any concentration of
credit risk and uses factoring solutions for
the Distribution and Services businesses, as
well as non-recourse refinancing with bank
subsidiaries and credit insurance in the
10% of outstanding rentals in the TMF
business. The Group concentrates its
strategic transactions bearing credit risk
within its subsidiary Econocom Digital
Finance Limited to ensure a consistent risk
management approach.
The Group only invests with investment
grade counterparties, thus limiting its
credit risk exposure.
Technology Management
business. For its Technology Management
Financing business, the Group
nevertheless has the option of retaining the
credit risk on certain strategic transactions;
lease contracts on which Econocom bears
the counterparty risk represent less than
&
Financing
Maximum credit risk exposure
As the Group has no credit derivatives or
continuing significant involvement in the
transferred assets, its maximum exposure
in this respect is equal to the book value of
its financial assets (see note 13.1).
&
Aged balance of past due receivables
Receivables
not past
Book
value
2021 in € millions
Breakdown by maturity
Less Between
due
Total
past
due
Over
90 days
than
60 and
60 days
90 days
Trade receivables –
refinancing institutions,
gross
71.4
65.0
6.5
2.0
0.3
4.2
Other receivables, gross
711.6
573.0
(16.2)
138.5
53.7
(0.2)
5.4
79.3
Impairment of doubtful
receivables
(50.9)
(34.7)
(0.4)
(34.1)
Trade and other
receivables, net
732.1
621.9
110.3
55.5
5.3
49.4
19.2.6. EQUITY RISK
The Group does not hold any unlisted or
listed shares apart from treasury shares.
As the treasury shares held by Econocom
group at 31 December 2021 are deducted
from
shareholders’
equity
in
the
consolidated financial statements as of
their acquisition, it is not necessary to
compare their book value to their actual
market value.
264 2021 annual report
consolidated financial statements 06
notes to the consolidated financial statements
20.Off-balance sheet commitments
20.1. Commitments
received as a result
of acquisitions
Vendors warranties in connection with
acquisitions carried out in prior years were
non-significant.
20.3.Bank covenant
Only one covenant exists for the Euro PP
private placement loan bond and the
Schuldschein notes (private placement
under German law). A breach would not
result in early redemption; rather, it would
force the Group to pay a higher interest
rate until the ratio is brought back within
the relevant bounds. It is calculated as of
31 December of each year, and corresponds
to the ratio of net debt to pro-forma
EBITDA. It may not exceed three over two
consecutive years. At 31 December 2021,
this covenant was respected.
20.2.Commitments given
in respect of disposals
For the disposals which took place in 2020
and 2021, the vendor warranties granted by
the Group were not material.
20.4.Guarantee commitments
Total guarantees
given – 2021
in € millions
Guarantees given by Econocom to banks for securing
credit lines and borrowings(1)
462.4
Guarantees given by Econocom to refinancing institutions to cover
certain operational risks, residual financial values, and invoice
and payment mandates granted to Econocom(2)
298.2
Guarantees given to customers and suppliers for the Group’s sales
activities and other
192.0
Total guarantees given
952.6
(1)
Including €107.4 million recognised in financial debt. The guarantees relating to financing lines not yet drawn at
31 December 2021 totalled €355.1 million and €295.7 million at 31 December 2020.
Including €206.9 million refinanced at 31 December 2021, including €64.0 million in the balance sheet relating to
liabilities under finance leases with recourse. The amount of guarantees given to refinancers and not refinanced
at 31 December 2021 was €91.3 million compared with €64.6 million at 31 December 2020.
(2)
2021 annual report 265
06 consolidated financial statements
notes to the consolidated financial statements
The Group’s off-balance sheet commitments can be analysed as follows by maturity and
type of commitment:
More
than five
years
Less than
one year
At 31 Dec. At 31 Dec.
in € millions
1-5 years
2021
2020
Commitments given
60.8
676.9
214.9
952.6
764.2
Commitments given to banks
27.4
435.0
-
462.4
351.1
Commitments given
to refinancers
-
83.3
214.9
-
298.2
190.9
291.3
121.8
Commitments given to
customers and suppliers
33.3
157.6
Other guarantees
0.1
0.6
0.6
1.0
4.9
4.9
-
0.6
0.6
1.1
6.0
6.0
-
2.0
2.0
Commitments received
Guarantees and pledges
21. Information on the transfer
of financial assets and liabilities
any rights and obligations created or
retained in the transfer.
21.1. Derecognition
of financial assets
and liabilities
The Group derecognises all or part of a
financial asset (or group of similar assets)
when the contractual rights to the cash
flows on the asset expire or when the
Group has transferred the contractual
rights to receive the cash flows of the
financial asset and substantially all the risks
and rewards of owning the asset.
Retaining substantially all the risks and
rewards of ownership of
financial asset
a divested
If the Group has retained substantially all
the risks and rewards of ownership of
a divested financial asset, it continues to
recognise the financial asset in its entirety
in addition to recognising the consideration
received as a secured borrowing.
The Group only derecognises all or part of a
financial liability when it is extinguished, i.e.,
when the obligation specified in the
contract is discharged, cancelled or expires.
Retaining control of a financial asset
If the Group has retained control of a
financial asset, it continues to recognise it
on the balance sheet to the extent of its
continuing involvement in that asset.
Transfer of cash flows only
When the Group has transferred the cash
flows of a financial asset but has neither
transferred nor retained substantially all
the risks and rewards of its ownership and
has not retained control of the financial
asset, the Group derecognises it and
recognises separately as assets or liabilities
If the Group neither transfers nor retains
substantially all the risks and rewards of
ownership and continues to control the
divested asset, it recognises the part it has
retained in the asset and an associated
liability for the amounts it is required to pay.
266 2021 annual report
consolidated financial statements 06
notes to the consolidated financial statements
Full derecognition
When a financial asset is derecognised in full,
a gain or loss on disposal is recorded in the
income statement for the difference between
the book value of the asset and the
consideration received or receivable, adjusted
where necessary for any gains or losses
recognised in other comprehensive income
and accumulated in equity.
subrogation involves the transfer
of
ownership of trade receivables and all
associated rights to the factor. This means
transfer of the right to receive cash flows.
As
required
under
IFRS 9
“Financial
instruments: Recognition and Measurement”,
these receivables are derecognised when
substantially all the risks and rewards of
ownership are transferred to the factor.
Where this is not the case they are
maintained in the balance sheet after the
transfer and a financial liability is recorded as
an offsetting entry for the cash received.
Partial derecognition
When
a
financial asset is partially
derecognised, the Group allocates the
previous book value of the financial asset
between the part that continues to be
recognised in connection with the Group’s
continuing involvement and the part that is
derecognised, based on the relative fair
values of those parts on the date of the
transfer. The difference between the book
value allocated to the part derecognised and
the sum of the consideration received for the
part derecognised and any cumulative gain
or loss allocated to it that had been
recognised in other comprehensive income,
is recognised in profit or loss. A cumulative
gain or loss carried in other comprehensive
income is allocated between the part that
continues to be recognised and the part that
is derecognised, based on the relative fair
values of those parts.
Reverse factoring
Reverse factoring is a transaction for the sale
of trade receivables to a factor, organised by
the debtor company of the receivables.
Reverse factoring agreements involve three
parties who sign two contracts: a contract for
the assignment of receivables between the
supplier and the factor and an agreement
between the factor and the customer who
undertakes to pay the invoices assigned by
the supplier to the factor.
Under IFRS 9, the debt is not extinguished if it
is not legally extinguished and its terms and
conditions are not substantially modified. In
this case, the debt remains classified as trade
payables.
Factoring liabilities
In light of these provisions of the standard
and the characteristics of the contracts, the
Group analyses and makes a judgment on
the accounting process for reverse factoring
transactions.
Certain subsidiaries of Econocom group use
factoring to diversify financing sources of
working capital requirements and reduce
credit risk. Factoring with contractual
2021 annual report 267
06 consolidated financial statements
notes to the consolidated financial statements
At 31 December 2021, the Company had an
amount of €237.7 million with factoring
companies, resulting in non-recourse
financing of €202.5 million. The unfinanced
amount of €22.4 million is recognised in
non-current financial assets and other
21.2. Information on the
transfer of assets – Assets
not derecognised in full
Assignment of trade receivables
For the purpose of optimising its cash
management for its Services and Products
& Solutions businesses, the Group assigns a
portion of its trade receivables throughout
receivables,
unassignable
guarantees).
and
corresponds
to
receivables
(security
the
year
to
factoring
companies.
in € millions
2021
2020
Receivables as
signed to factoring companies:
237.7
275.3
of which payables
12.8
22.4
7.5
45.5
of which non factored receivables
Receivables sold without recourse*
202.5
222.3
*
Receivables sold do not include the portion of receivables financed with recourse, classified in liabilities.
The overall factoring cost amounted to
€2.9 million in 2021 compared with
€2.8 million in 2020.
on its factored receivables. In this case, the
Group transfers title to the equipment
under the lease to the refinancing
institution for the duration of the lease, as
collateral for the transaction.
It should be noted that at the end of
December 2021, Econocom used reverse
factoring for an amount of €75.7 million
(compared to €96.2 million at end-2020).
Given that there is no legal novation of the
debt and that the terms and conditions
have not been substantially modified, this
amount remains recognised in trade
payables.
However, the Group recognised a financial
liability equal to the total amount factored
with recourse and recorded a gross asset
(representing its “continuing involvement”
as defined by IFRS 9) in trade receivables
for an amount of €64.0 million at
31 December
2021
(€76.2 million
at
31 December 2020).
Refinancing with recourse
In certain very limited cases, Econocom
group retains its exposure to the credit risk
268 2021 annual report
consolidated financial statements 06
notes to the consolidated financial statements
its customers, and as such is considered,
managed and, where appropriate, covered
by provisions as an operational risk and not
a financial risk.
21.3. Information
on transfers of assets
associated with
refinancing –
In February 2021, Les Abeilles obtained
financing of €30 million for three tugs over a
period of seven years. Considering that this
financing is equivalent to a disposal without
recourse of the finance lease receivables
held by Les Abeilles of the French Navy in
respect of the contract they entered into, it
was deconsolidated on 31 December 2021 for
an amount of €24 million. Econocom Digital
Finance Limited is financed through two
contracts equivalent to disposals without
recourse of the finance lease receivables it
holds. In this respect, €55.6 million were
deconsolidated at 31 December 2021
Derecognised assets
21.3.1. NATURE OF CONTINUING
INVOLVEMENT
Residual financial value
Outstanding amounts under the Group’s
lease agreements with customers are
refinanced on a non-recourse basis except
in very rare cases.
The Group’s active risk management policy
is aimed at limiting both credit risk and any
other continuing involvement. Accordingly,
the Group derecognises outstanding
amounts under leases refinanced on a
non-recourse basis.
(compared
with
€45.9
million
at
31 December 2020).
However, the Group frequently sells, and
commits to repurchase, the leased
equipment at the same time as the
outstandings under leases. These purchase
obligations are classified within “Gross
commitments on residual financial assets”
and recognised in balance sheet liabilities.
21.3.2. RECOGNITION IN INCOME
STATEMENT
For Econocom group, the cost of transferring
outstandings is an operating expense
included in the economic analysis of each
transaction, and is included in profit (loss)
from current operating activities accordingly.
In contrast, costs relating to the factoring of
trade receivables and costs relating to
unwinding the discount on the residual
interest in leased assets and to gross
commitments on residual financial assets are
considered as operating costs and are
included in “Financial income – operating
activities”.
Other continuing involvement
The main legal forms of refinancing
contracts for lease outstandings are
described below:
outstandings assigned in full: Econocom
considers that it has no other involvement
within the meaning of IFRS 7;
outstandings assigned as sales of
receivables: Econocom has continuing
involvement since it retains a portion of
the risk associated with the contractual
relationship and ownership of the assets;
21.3.3. BREAKDOWN OF TRANSFERS
FOR THE YEAR
Refinancing is part of the operating sales
cycle and its seasonal nature is thus linked
to that of its business and not to the
presentation of the balance sheet.
outstandings assigned under finance
leases:
Econocom
has
continuing
A significant part of this business takes
place in December, which is traditionally an
important month for companies where ICT
investments and digital investments more
generally are concerned.
involvement since it retains a portion of
the risk associated with the contractual
relationship.
Risk from continuing involvement depends
above all on Econocom’s relationship with
2021 annual report 269
06 consolidated financial statements
notes to the consolidated financial statements
22.Information on related parties
This note presents material transactions between the Group and its related parties.
22.1. Management compensation
The Group’s key management personnel
are the Chairman, the Vice-Chairman, the
managing Directors and the members of
the Executive Committee.
Directors following a recommendation of
the Compensation and Appointments
Committee. The Board has given its
Chairman a mandate to determine the
compensation
of
the
other
senior
The compensation conditions for the
Chairman, the Vice-Chairman and the
managers of the Group upon the
recommendations of the Appointments
and Compensation Committee.
persons
delegated
to
day-to-day
management are set by the Board of
in € millions
2021
2020
(3.7)
-
Short-term benefits (including social costs)
Retirement benefits and other post-employment benefits
Other long-term benefits
(4.8)
-
-
-
-
Termination benefits
(0.7)
(0.8)
-
Share-based payments
(2.8)
-
Directors’ fees(1)
Total
(7.7)
(5.2)
(1)
The table only shows compensation paid to key management personnel and excludes Directors’ fees paid to
non-executive Directors.
The table above shows the amounts
expensed for the members of the Executive
Committee and the managing Directors.
This table does not show fees billed to
Econocom group entities by management,
which are disclosed in note 22.2 below.
The compensation policy for Directors and
members of the Executive Committee is
set out in further detail in the Board of
Directors’
Management
Report
in
section 5.7.1.
270 2021 annual report
consolidated financial statements 06
notes to the consolidated financial statements
transactions carried out with the Chairman
of the Board of Directors, its Vice-Chairman,
the managing Directors and the executive
Directors, or with companies controlled by
the Group or over which it exercises
significant influence. These transactions
exclude the components of compensation
presented above.
22.2. Related-party
transactions
Transactions between the parent company
and its subsidiaries, which are related
parties, are eliminated on consolidation
and are not presented in this note.
The related-party transactions outlined
below
primarily
concern
the
main
Transactions between related parties are carried out on an arm’s length basis.
Income
2021 2020
Expenses
Receivables
Payables
in € millions
2021
2020
2021
2020
2021
2020
Econocom
International BV (EIBV)
0.2
0.4
(1.4)
(2.0)
-
0.1
-
-
SCI Dion-Bouton
SCI JMB
-
1.6
(2.8)
(1.2)
(2.1)
(1.2)
(1.2)
(0.1)
(0.3)
(1.2)
(8.1)
2.4
0.5
-
2.3
0.3
0.1
-
-
0.3
-
-
-
-
-
SCI Maillot Pergolèse
APL
-
-
(0.2)
(0.8)
(0.1)
(1.3)
-
-
-
-
-
-
-
0.1
-
Orionisa consulting
Métis
-
-
-
-
-
-
-
0.8
1.2
0.7
0.8
Total
0.2
2.0
(7.7)
2.9
2.7
Relations with companies controlled by Jean-Louis Bouchard
SCI Dion-Bouton, of which Jean-Louis
Bouchard is Managing Partner, owns the
building in Puteaux. It received €2.8 million
in rent in 2021 (€2.1 million in 2020). In
addition, the Econocom group booked
receivables of €2.4 million representing the
deposits paid by Econocom France SAS to
SCI Dion-Bouton.
Econocom International BV (EIBV) – of
which Jean-Louis Bouchard is a Partner – is
a non-listed company that directly holds
40.1% of the share capital of Econocom
group SE at 31 December 2021. Econocom
International BV billed fees of €1.4 million to
Econocom group SE and its subsidiaries in
2021 for managing and coordinating the
Group. These fees amounted to €2.0 million
in 2020. It was also rebilled an amount of
€0.2 million by Econocom group entities.
2021 annual report
271
06 consolidated financial statements
notes to the consolidated financial statements
SCI JMB, which owns the premises in
Villeurbanne and of which Jean-Louis
Bouchard is Managing Partner, billed the
Group a total amount of €1.2 million for rent
in 2021 (€1.2 million in 2020). Econocom SAS
has a receivable of €0.3 million in guarantees.
Other relations with related parties
APL, of which Robert Bouchard is Manager,
invoiced operational services in the amount
of €0.8 million in 2021 (€0.1 million in 2020).
In 2017, Econocom Group committed to
invest €3 million in investment fund
Educapital I FCPI, which is managed by a
management company (Educapital SAS), of
which Marie-Christine Levet, an independent
Director on the Econocom Group Board of
Directors, is chairwoman and shareholder. As
of 31 December 2021, €2.4 million had already
been contributed.
Transactions with SCI Maillot Pergolèse,
which owns the premises in Clichy and Les
Ulis, and of which Jean-Louis Bouchard is
Partner and Robert Bouchard Manager,
represent rental income and rental expenses
during the first quarter of 2021 of €0.2 million.
The Econocom Group no longer leases the
Clichy premises since the first half of 2021.
Métis, controlled by Philippe Gouillioud,
provided services for an amount of
€1.3 million.
23.Subsequent events
Strengthening governance
On 20 January 2022, Econocom announced
the strenghtening of its strengthening its
governance with the following two
appointments at the head of the Group:
Angel Benguigui as Deputy Chief
Executive Officer.
This strengthening of our governance aims
to support the Group’s ambition to change
scale and enter a new phase of growth.
Laurent Roudil as CEO and proposed as
Managing Director at the next General
Meeting,
272 2021 annual report
07
shareholders
1.6. General Meetings
285
288
1. Share performance
1.7. Provisions that could delay, defer
and shareholders
274
or prevent a change in control
of the Company
1.8 Notifications of major
shareholdings
1.1. Econocom Group SE share
performance
1.2. Name, registered office
and incorporation
1.3. Corporate purpose
(article 3 of the Bylaws)
1.4. Share capital
274
276
289
290
1.9. Econocom’s largest shareholder
276
277
281
1.5. Rights attached to shares
2021 annual report 273
07 shareholders
share performance and shareholders
1. Share performance
and shareholders
1.1. Econocom Group SE share performance
Price (in €)
Volume
Value
of shares
processed
(in € thousands)
2019
Highest
Lowest
Last
(in €)
Number
Price
(in €)
(in €)
(in €)
January
February
March
3.23
3.72
3.80
4.01
3.62
3.40
3.24
3.24
2.95
2.48
2.62
2.44
4.01
2.79
2.98
3.36
3.45
2.94
2.93
2.88
2.68
2.28
2.00
2.30
2.22
2.00
3.09
3.55
3.55
3.62
3.11
3.03
3.40
3.59
3.68
3.14
3.11
6,359,334
8,183,178
6,010,681
3,878,115
3,863,691
2,996,948
3,320,357
2,878,893
3,728,108
6,831,355
3,205,255
2,375,624
53,631,539
19,300
27,805
21,567
14,262
12,116
April
May
June
3.07
3.01
2.71
9,331
July
3.05
2.87
2.55
2.32
2.43
2.28
3.01
10,120
8,258
9,490
15,821
7,782
5,427
161,281
August
September
October
November
December
Total 2019
2.30
2.34
2.35
2.43
2.43
274 2021 annual report
shareholders 07
share performance and shareholders
Price (in €)
Volume
Value
of shares
processed
(in € thousands)
2020
Highest
Lowest
Last
(in €)
Number
Price
(in €)
(in €)
(in €)
January
February
March
2.64
2.88
1.37
2.18
2.42
2.62
1.43
1.60
1.77
1.68
2.22
2.18
1.76
1.87
2.36
1.37
2.57
2.53
1.45
1.76
1.98
1.80
2.35
2.53
2.58
1.89
2.37
2.46
2.46
2.43
2.67
1.79
1.80
1.77
1.98
2.06
2.41
2.53
2.13
5,218,108
4,586,770
9,268,272
4,544,070
3,774,087
3,556,799
5,729,737
3,212,973
12,657
12,246
16,632
8,166
April
1.98
1.98
2.20
2.39
2.53
2.80
2.65
2.49
2.56
2.88
May
6,688
7,042
11,825
7,731
June
July
August
September
October
November
December
Total 2020
8,349,002
7,045,390
5,763,940
3,577,779
64,626,927
21,107
15,034
12,778
8,840
140,745
2.22
2.47
2.18
Price (in €)
Volume
Value
of shares
processed
(in € thousands)
2021
Highest
Lowest
Last
(in €)
Number
Price
(in €)
(in €)
(in €)
January
February
March
2.78
3.19
2.37
2.53
3.09
3.29
3.08
3.18
3.11
2.55
3.08
3.35
3.33
3.28
3.20
3.67
3.59
3.33
3.66
3.36
3.65
3.65
2.52
2.95
3.29
3.43
3.23
3.41
3.38
3.49
3.34
3.18
3.60
3.51
4,172,326
6,967,963
6,622,027
4,056,338
3,630,484
2,379,750
2,672,224
2,152,230
10,504
20,576
21,774
13,913
11,735
3.48
3.58
3.40
3.63
3.70
3.74
3.69
3.69
3.94
3.67
3.94
April
May
June
8,104
July
9,045
7,514
August
September
October
November
December
Total 2021
3.17
3.13
2.81
3.18
3.31
2.37
3,056,633
5,837,449
4,712,484
2,178,589
48,438,497
10,207
18,588
16,985
76,367
156,582
3.23
2021 annual report 275
07 shareholders
share performance and shareholders
1.2. Name, registered
office and incorporation
1.3. Corporate purpose
(article 3 of the Bylaws)
Company name: Econocom Group SE  
The Company’s purpose is, in all countries:
Registered office: Place du Champ de
Mars 5, 1050 Brussels (Tel. +32 2 790 81 11).
the design, construction, operational and
administrative management, and
financing of computer, digital and
technological, information and data
Legal form, incorporation, published
documents
processing,
and
telecommunication
Econocom was incorporated as a limited
company (société anonyme) under Belgian
law on 2 April 1982, under a deed held by
Jacques Possoz, notary, and published in
the Belgian Official Gazette (Moniteur
belge) of 22 April 1982 (no. 820–11). It was
transformed into a European Company by
decision of the General Meeting of
18 December 2015 under a deed of the
same date held by Tim Carnewal, notary,
published in the Belgian Official Gazette
(Moniteur belge) of 31 December 2015.
systems and solutions, or such systems
and solutions as they relate to the Internet
of Things (IoT);
the purchase, sale, leasing and trading of
all types of hardware, software and
computer,
technological,
digital
or
telecommunications
solutions,
for
businesses and individuals alike, and more
broadly any accessory connected with
such solutions, as well as any advice,
services and related financial transactions.
To this end, the Company may acquire,
manage, operate and sell patents,
trademarks, and technical, industrial and
financial knowledge.
Econocom is
a
European Company
governed by the provisions of regulation
(EC) No. 2157/2001 of 8 October 2001 on the
Statute for a European Company (the “SE
Regulation”) and Directive No. 2001/86/EC
of 8 October 2001 supplementing the
Statute for a European Company with
regard to the involvement of employees
and the provisions of Belgian law in respect
of European Companies, as well as, for all
other matters not yet covered or only
partially covered by the SE Regulation,
It may establish branch offices or
subsidiaries in all countries.
It may acquire interests in any company
with similar or complementary activities in
any country by means of asset transfers,
acquisitions, partial or total mergers,
subscriptions to initial capital or capital
increases, financial investments, disposals,
loans or any other means.
Belgian
law
applicable
to
limited
companies insofar as they are not contrary
to specific provisions applicable to
European Companies. Econocom is a listed
company within the meaning of article 1:11
of the Belgian Companies and Associations
It may perform, in all countries, all
industrial, commercial, financial, securities
and property transactions related in whole
or in part, directly or indirectly, to one or
other branch of its purpose, or one that is
liable to expand its purpose or facilitate its
achievement.
Code
(Code
des
sociétés
et
des
associations).
It is registered with the Brussels register of
companies of under number 0422.646.816.
It may provide guarantees or grant real or
other personal guarantees in favour of
companies or individuals, in the broadest
sense.
Term: indefinite.
Financial year: 1 January to 31 December.
It may conduct its activities in its own
name or on behalf of third parties, for its
own account or for the account of others.
276 2021 annual report
shareholders 07
share performance and shareholders
The Board of Directors may sign
agreements, containing the clauses and
conditions it deems appropriate, with any
third party in order to ensure that all or part
of the shares to be issued are subscribed.
1.4. Share capital
1.4.1. SHARE CAPITAL
(ARTICLE 5 OF THE BYLAWS)
At 31 December 2021, the Company’s share
capital stood at €23,662,014.74 and was
composed of 222,281,980 ordinary shares
with no stated nominal value, held in
registered, or dematerialised form. The
capital is fully paid-up.
The share capital may be redeemed
without being reduced by repaying
a
portion of the distributable profits to
securities representing this share capital, in
accordance with the law.
1.4.2. CHANGES IN SHARE CAPITAL
BY THE GENERAL MEETING
1.4.3. CHANGES IN SHARE CAPITAL
At 31 December 2021, the Econocom’s share
capital stood at €23,662,014.74 and was
composed of 222,281,980 registered shares
with no stated nominal value, held in
registered, or dematerialised form. The
capital is fully paid-up.
(ARTICLE 6 OF THE BYLAWS)
The share capital may be increased or
reduced by a decision of the General
Meeting in accordance with the conditions
required for amending the Bylaws.
For capital increases approved by the
General Meeting, the price and conditions
for issuing new shares are set at the same
meeting based on recommendations from
the Board of Directors.
At 31 December 2021, authorised unissued
capital (excluding issue premiums) stood at
€23,512,749.67.
The changes in share capital over the last
three financial years are described below.
Existing shareholders have a pre-emptive
right to subscribe for the new shares in
cash, in proportion to the number of shares
they hold, within a time limit set at the
General Meeting and in accordance with
conditions determined by the Board of
Directors.
No changes were made to the share
capital in 2018.
The following changes to the share
capital occurred in 2019:
in connection with the exercise of
subscription options by a beneficiary of the
2014 Stock Option Plan, on 21 June 2019
Econocom issued 240,000 new shares
after which the share capital of Econocom
Group stood at €23,512,749.67, represented
by 245,380,430 shares.
Shares with no stated par value below the
carrying amount of the nominal value of
existing shares may only be issued in
compliance with legal requirements.
Pre-emptive subscription rights may,
however, in the Company’s best interests,
be limited or cancelled by decision of the
General Meeting ruling in accordance with
the conditions required for amending the
Bylaws or by the Board of Directors, within
the authorised capital, in favour of one or
more designated persons who are not
employees of the Company or its
subsidiaries, all in accordance with legal
provisions.
The following changes to the share
capital occurred in 2020:
The Extraordinary General Meeting of 19 May
2020 decided to cancel 24,500,000 treasury
shares, with no change in the share capital
of Econocom Group.
In addition, the same General Meeting
introduced
a
double voting right for
shareholders included in the registered list
for more than two years.
2021 annual report 277
07 shareholders
share performance and shareholders
At 31 December 2020, the capital was made up
of 220,880,430 shares and 280,656,613 voting
rights.
on 29 September 2021, 50,000 shares,
bringing the share capital to €23,565,999.67
represented by 221,380,430 shares;
The following changes to the share
capital occurred in 2021:
on 29 October 2021, 110,000 shares, bringing
the share capital to €23,577,714.67,
represented by 221,490,430 shares;
As part of the exercise of stock options by
the beneficiaries of the 2014 Stock Option
Plan, Econocom Group issued:
on 9 December 2021, 218,650 shares, bringing
the
share
capital
to
€23,601,000.89
represented by 221,709,080 shares;
on 13 August 2021, 400,000 shares, bringing
the share capital to €23,555,349.67,
represented by 221,280,430 shares;
on 17 December 2021, 572,900 shares,
bringing the share capital to €23,662,014.74,
represented by 222,281,980 shares.
on 1 September 2021, 50,000 shares, bringing
the share capital to €23,560,674.67,
represented by 221,330,430 shares;
Changes in the Company’s share capital and number of shares since 1 January 2011 are
summarised in the table below:
Change
in the
number
of shares
Change
in share
capital
(in €)
Share
Transa-
ction
date
Issue
Total
Type
of issue
Number
capital
premium transaction
of shares subscribed
(in €)
(in €)
(in €)
1 Jan.
2011
26,172,897 17,076,677.70
24,172,897 17,076,677.70
96,691,588 17,076,677.70
14 Sept.
2012
Cancellation of
treasury shares
(2,000,000)
72,518,691
-
-
-
-
-
-
14 Sept.
2012
Four-for-one
share split
Capital increase
as payment for
an acquisition
12 Sept.
2013
9,527,460 1,682,642.38 50,734,212.37 52,416,854.75
6,313,158 1,114,965.29 36,763,982.71 37,878,948.00
106,219,048 18,759,320.08
Capital increase
as payment for
a takeover bid
18 Nov.
2013
112,532,206 19,874,285.37
106,517,314 19,874,285.37
31 Dec.
2013
Cancellation of
treasury shares
(6,014,892)
20,000
-
-
-
Capital increase
through
24 Jan.
2014
convertible
bonds
(OCEANEs)
3,732.00
101,268.00
105,000.00
106,537,314 19,878,017.37
106,803,342 19,927,658.19
107,013,934 19,966,954.66
Capital increase
through
25 Feb.
2014
convertible
bonds
(OCEANEs)
266,028
210,592
49,640.82
39,296.47
1,347,006.18
1,066,311.53
1,396,647.00
1,105,608.00
Capital increase
through
26 March
2014
convertible
bonds
(OCEANEs)
278 2021 annual report
shareholders 07
share performance and shareholders
Change
in the
number
of shares
Change
in share
capital
(in €)
Share
Transa-
ction
date
Issue
Total
Type
of issue
Number
capital
premium transaction
of shares subscribed
(in €)
(in €)
(in €)
Capital increase
through
28 May
2014
convertible
bonds
708,428
132,192.66 3,587,054.34
3,719,247.00
107,722,362 20,099,147.32
(OCEANEs)
Capital increase
through
18 June
2014
convertible
bonds
(OCEANEs)
7,850,228 1,464,852.54 39,748,844.46 41,213,697.00
115,572,590 21,563,999.86
112,519,287 21,563,999.86
112,919,287 21,640,639.86
29 Dec.
2014
Cancellation of
treasury shares
(3,053,303)
400,000
-
-
-
Capital increase
through
17 Feb.
2017
convertible
bonds
76,640.00 4,299,240.00 4,375,880.00
(OCEANEs)
Capital increase
through
3 March
2017
convertible
bonds
(OCEANEs)
1,198,194 229,573.97
12,883,101.71
13,112,675.68
114,117,481 21,870,213.83
114,917,481 22,023,493.83
116,061,981 22,242,780.03
116,719,399 22,368,741.32
118,680,917 22,744,568.17
122,570,215 23,489,757.66
Capital increase
through
16 March
2017
convertible
bonds
(OCEANEs)
800,000 153,280.00 8,603,440.00 8,756,720.00
Capital increase
through
21 March
2017
convertible
bonds
(OCEANEs)
1,144,500 219,286.20
12,311,386.50 12,530,672.70
Capital increase
through
24 March
2017
convertible
bonds
(OCEANEs)
657,418
125,961.29
7,072,897.29
7,198,858.58
Capital increase
through
31 March
2017
convertible
bonds
(OCEANEs)
1,961,518 375,826.85 21,106,537.80 21,482,364.65
Capital increase
through
6 April
2017
convertible
bonds
3,889,298
189.50
41,855,117.90 42,600,307.40
(OCEANEs)
2 June
2017
Two-for-one
share split
122,570,215
240,000
-
22,992
-
-
639,408
-
-
662,400
-
245,140,430 23,489,757.66
245,380,430 23,512,749.67
220,880,430 23,512,749.67
221,280,430 23,555,349.67
Capital increase
by the exercise
of subscription
options
21 June
2019
19 May
2020
Cancellation of
treasury shares
(24,500,000)
400,000
Capital increase
13 August by the exercise
2021
42,600
1,061,400
1,104,000
of subscription
options
2021 annual report 279
07 shareholders
share performance and shareholders
Change
in the
number
of shares
Change
in share
capital
(in €)
Share
Transa-
ction
date
Issue
Total
Type
of issue
Number
capital
premium transaction
of shares subscribed
(in €)
(in €)
(in €)
Capital increase
by the exercise
of subscription
options
1 Sept.
2021
50,000
50,000
110,000
218,650
572,900
5,325
5,325
132,675
138,000
221,330,430 23,560,674.67
221,380,430 23,565,999.67
221,490,430 23,577,714.67
221,709,080 23,601,000.89
222,281,980 23,662,014.74
Capital increase
by the exercise
of subscription
options
29 Sept.
2021
132,675
291,885
138,000
303,600
603,474
1,581,204
Capital increase
by the exercise
of subscription
options
29 Oct.
2021
11,715
Capital increase
by the exercise
of subscription
options
9 Dec.
2021
23,286.22
61,013.85
580,187.78
1,520,190.15
Capital increase
by the exercise
of subscription
options
17 Dec.
2021
On 19 May 2020, the Extraordinary General
Meeting renewed the authorisation granted
to the Board of Directors, for a five-year
period as from the publication of the revised
Bylaws, to increase the share capital in
accordance with articles 7:198 and 7:199 of
the Belgian Companies Code, on one or
several occasions, under conditions it deems
Belgian Companies Code. This ceiling was
set on 19 May 2020 by the Extraordinary
General Meeting, thereby authorising the
Board of Directors to buy back treasury
shares for a five-year period.
On 30 November 2021, pursuant to this
amendment, the Extraordinary General
Meeting authorised the Board of Directors,
fit,
in
the
maximum
amount
of
for
a
five-year period, to acquire
a
€23,512,749.67.
maximum of 88,000,000 treasury shares of
the Company.
At the end of this Extraordinary General
Meeting, the Board of Directors was granted
an authorisation to sell Company shares, in
cases provided for by the Belgian
Companies Code, including to one or more
identified persons. If necessary, this
authorisation may be extended to the
disposal of treasury shares of the Company
by its subsidiaries.
The minimum purchase price was set at €1
per share and the maximum price at €10
per share. In addition, the Board of Directors
was authorised to pledge treasury shares of
the
Company,
in
accordance
with
article 7:226 of the Belgian Companies Code.
This authorisation is also valid for a five-year
period.
On 30 November 2021, the Extraordinary
General Meeting amended Article 12 of the
Bylaws relating to the acquisition and
disposal of treasury shares, so as to remove
the references to the 20% limit of share
capital provided for in article 7:215 of the
At 31 December 2021, Econocom Group held
19,438,183 treasury
shares
representing
8.74% of the total number of shares
outstanding.
280 2021 annual report
shareholders 07
share performance and shareholders
Shareholders wishing to exercise this right
must:
1.5. Rights attached
to shares
1.5.1. PARTICIPATION IN GENERAL
MEETINGS AND VOTING RIGHTS
(i) prove that they actually hold at least 3%
of the Econocom Group’s share capital on
the date of filing of their request; and
1.5.1.1. Participation in General
Meetings
(ii) ensure that their shares representing at
least 3% of the share capital are duly
registered at the record date.
1.5.1.1.1. Right to participate in General
Meetings
Ownership is established either by
a
certificate stating that the corresponding
shares are recorded in the Company’s
share register or by a certificate issued by
an authorised account holder or clearing
All shareholders are entitled to attend
Econocom Group’s General Meetings,
regardless of the number of shares they
hold, provided that they meet the
admission requirements set out in the
“General Meetings” section of this chapter.
institution
certifying
that
the
corresponding number of shares is
registered in the account held by the
account holder or clearing agent.
Holders of bonds, subscription rights and
certificates issued in connection with the
Company may attend the General Meeting
in a non-voting capacity only, provided that
they meet the admission requirements
applicable to shareholders.
Shareholders may send their requests to
the Company by post or email. Where
appropriate, these requests must also
include the items to be added to the
agenda
together
with
the
related
1.5.1.1.2. Right to call General Meetings
resolution proposals and/or the text of the
newly proposed resolutions concerning
items already on the agenda. Requests
must also indicate the postal or email
address to which Econocom should send
confirmation of receipt. Requests must
reach the Company no later than the
22nd day preceding the date of the relevant
General Meeting.
Shareholders who represent one-tenth of
Econocom’s share capital are entitled to
ask the Board of Directors or Statutory
Auditor to call a General Meeting.
1.5.1.1.3. Right to add matters to the
agenda and to table draft resolutions
Shareholders who, alone or jointly, hold at
least 3% of Econocom Group’s share capital
may ask for items to be added to the
agenda of General Meetings and file
resolution proposals concerning agenda
items.
Econocom will confirm receipt of any
requests within 48 hours, and will publish a
revised agenda no later than 15 days before
the General Meeting. Proxy forms and postal
voting forms are also published on the
Company’s website (https://econocom.com).
However, all proxies and postal voting forms
previously submitted to Econocom remain
valid for the agenda items they cover. The
proxy holder may deviate from the voting
instructions given by the shareholder for
items on the agenda for which alternative
resolution proposals have been made if the
execution of these instructions is liable to
compromise the interests of the shareholder
he/she represents. The proxy holder must in
any event inform the shareholder of any
This right does not apply to Meetings called
following a first Meeting that could not
validly make decisions due to a failure to
meet quorum requirements.
2021 annual report
281
07 shareholders
share performance and shareholders
such votes. The proxy must also indicate
whether the proxy holder is entitled to vote
on new items added to the agenda by
shareholders or whether he/she should
abstain.
1.5.1.1.5. Other rights to information
All Econocom Group shareholders have
rights to information.
Most rights to information concern General
Meetings. They include, among other
things, the right to consult or to obtain a
copy at no cost of:
1.5.1.1.4. Right to ask questions
After the Notice of Meeting has been
published, all shareholders are entitled to
put questions to Econocom’s Directors or
Statutory Auditor concerning their reports.
After the Notice of Meeting has been
published, all shareholders are also entitled
to put questions to Econocom’s Directors
regarding items on the agenda of the
General Meeting. The Directors and
Statutory Auditor are required to answer
these questions, provided they do not harm
the Company’s commercial interests or any
confidentiality undertakings made by the
Company, its Directors or its Statutory
Auditor. Questions relating to the same
subject may be grouped and answered
together.
(i) the text of the meeting notices and, if
available, of the amended agenda;
(ii) the total number of shares and voting
rights;
(iii) the documents to be presented to the
General
Meeting
(annual
financial
statements, reports and other documents
described in article 7:148 of the Belgian
Companies Code);
(iv) for every subject to addressed on the
agenda, any decision proposed or, when
the subject does not require the adoption
of a decision, a comment by the Board of
Directors;
(v) if available, any proposed decision
introduced by shareholders, as soon as
possible after receipt by the Company; and
Questions may be submitted before the
General Meeting (by post or by electronic
means, to the address shown in the Notice
of Meeting) or during the Meeting
(verbally). Questions submitted by post or
by electronic means must reach Econocom
Group no later than the sixth calendar day
before the Meeting. They will only be
answered if the shareholder meets the
admission requirements for the relevant
General Meeting.
(vi) proxy forms and forms for voting by mail.
These documents/items may be consulted on
Econocom’s website (https://econocom.com)
and during normal office hours on working
days at Econocom Group’s registered office
located at Place du Champ de Mars 5, 1050
Brussels, from the date of publication of the
Notice of Meeting. Holders of registered
shares will receive a copy of these documents
together with the Notice of Meeting.
282 2021 annual report
shareholders 07
share performance and shareholders
1.5.1.2. Right to vote at General Meetings
1.5.1.2.1. Principle
1.5.1.2.2. Quorum and voting requirements
Each share entitles its holder to one vote,
subject to any restrictions provided by law -
with the exception of fully paid-up shares
registered in the Company’s register of
Except as provided by law, decisions are
taken by a majority vote regardless of the
number of shares represented at the
Meeting.
shareholders
uninterrupted years in the name of the
same shareholder, which confers two (2)
for
at
least
two
(2)
General
Meetings
can
only
validly
deliberate and decide to amend the Bylaws
if those attending the meeting represent at
least one-half of the share capital. To be
adopted, resolutions must be approved by
a majority of three-quarters of votes cast.
votes,
subject
to
applicable
legal
regulations.
As a general rule, the General Meeting
alone is responsible for:
If the amendments to the Bylaws concern
the Company’s corporate purpose, the
General Meeting can only validly deliberate
and decide on said amendments if those in
attendance represent one-half of the share
capital and one-half of any profit shares if
any. To be adopted, amendments must be
approved by a majority of at least four-fifths
of votes cast. The quorum and voting
requirements also apply when the General
Meeting votes to authorise the acquisition
or disposal of treasury shares, or to
authorise such an acquisition without the
authorisation of the General Meeting to
protect the Company from serious and
imminent harm.
approving the annual statutory financial
statements (no such approval is required
for the consolidated financial statements
prepared in accordance with IFRS);
appointing and removing Directors and
the Statutory Auditor;
granting discharge to the Directors and
Statutory Auditor;
setting the amount of compensation for
the Directors and Statutory Auditor for the
performance of their duties;
distributing profits;
filing claims against Directors;
An attendance list indicating the names of
shareholders and the number of shares
registered for voting purposes is signed by
each shareholder or by their proxy prior to
entering the meeting.
authorising certain actions by the Board
of Directors;
approving the compensation report;
authorising the acquisition of treasury
shares;
1.5.1.2.3. Proxy voting
taking
decisions
that
involve
the
All shareholders can choose to be
represented at the General Meeting by a
liquidation, merger or certain types of
restructuring of the Company; and
proxy, who may or may not be
a
approving any amendments to the
Bylaws.
shareholder of the Company, in accordance
with articles 7:142 to 7:145 of the Belgian
Companies Code.
General Meetings cannot vote on items
that are not on the agenda.
The Board of Directors may decide on the
form of proxy. Proxies must reach the
Company no later than the sixth day
preceding the date of the Meeting. All
proxy voting forms that reach the
Company before the revised agenda is
2021 annual report 283
07 shareholders
share performance and shareholders
published, pursuant to article 7:130 of the
Belgian Companies Code, remain valid for
the agenda items covered.
assets exceed called-up capital plus any
reserves not available for distribution
pursuant to the law or to the Company’s
Bylaws.
1.5.1.2.4. Distance voting
In accordance with the Belgian Companies
Code, the Board of Directors may distribute
an interim dividend deducted from profit
for the year. The Board sets the amount of
any such interim dividend and the dividend
payment date.
Shareholders who satisfy the attendance
requirements specified below may vote at
all General Meetings either by post or,
where permitted in the Notice of Meeting,
by electronic means. Shares will be taken
into consideration for the purposes of
voting and quorum requirements only if
the form provided by the Company has
been duly completed and reaches
Econocom at the latest on the sixth day
before the date of the General Meeting. If
the Notice of Meeting allows shareholders
to opt for distance voting through
1.5.3. LIQUIDATION
In the event that Econocom is dissolved for
any reason and at any time, the liquidation
process will be managed by one or more
liquidators appointed by the General
Meeting, or, if no such liquidators are
appointed, by the Board of Directors in
office at that time, acting as a Liquidation
Committee.
electronic means, it must provide
a
description of the means used by the
Company to identify shareholders that
choose to do so.
For this purpose they will have the
broadest powers conferred by articles 2:87
et seq. of the Belgian Companies Code. The
General Meeting determines the fees
payable to the liquidators. The liquidators
can only assume their duties after their
appointment by the General Meeting has
been approved by the Commercial Court
pursuant to articles 2:83 et seq. of the
Belgian Companies Code.
1.5.2. DISTRIBUTION OF PROFITS
All shares carry the same rights to
participate in Econocom’s profits.
The Company’s profit for the year is
calculated in accordance with applicable
legal regulations. A total of 5% of profits is
allocated to the legal reserve. This
allocation is no longer required when the
legal reserve equals 10% of the share
capital.
Once all liabilities, expenses and liquidation
fees have been settled, the net assets will
be used first to refund the outstanding
paid-up share capital in cash or in
securities.
Acting on a recommendation of the Board
of Directors, every year the General
Meeting independently determines how
the residual profit balance will be used and
allocated by simple majority vote of
members present, within the limits set by
articles 7:212 and 7:214 of the Belgian
Companies Code. No profits are distributed
when, at the end of the last reporting
period, net assets as shown in the annual
financial statements total less than paid-up
capital or would total less than paid-up
capital if profits were distributed or if net
If the shares are not all paid up in equal
proportions, before making any allocations,
the liquidators ensure that all shares are on
a wholly equal footing, either by additional
calls for funds charged against shares not
fully
paid
up
or
by
prior
cash
reimbursements for shares paid up in
excess of the requisite amount.
The remaining balance is allocated equally
among all shares.
284 2021 annual report
shareholders 07
share performance and shareholders
At Ordinary General Meetings, the Board of
Directors submits to shareholders the
annual statutory financial statements
prepared in accordance with applicable
1.5.4. PRE-EMPTIVE SUBSCRIPTION
RIGHTS IN THE EVENT OF A CAPITAL
INCREASE
In the event of a capital increase in cash
involving the issuance of new shares, or if
the Company were to issue convertible
bonds or stock warrants exercisable in cash,
existing shareholders have, in principle, a
pre-emptive right to subscribe for the new
shares, convertible bonds or stock warrants
in proportion to the percentage of share
capital they already own at the issuance
date.
accounting
standards,
the
annual
consolidated financial statements prepared
in accordance with IFRS, and the reports of
the Board of Directors and Statutory
Auditor on the statutory and consolidated
financial statements. The Meeting decides
whether to approve the statutory financial
statements, the appropriation of income,
the discharge of Directors and the
Statutory Auditor and, where applicable,
the appointment, removal or re-election of
the Statutory Auditor and/or certain
Directors.
The Company’s General Meeting may,
however, limit or cancel such pre-emptive
rights under specific conditions upon
presentation of a report of the Board of
Directors. Any such decision is subject to
the same quorum and voting requirements
as a decision to increase the Company’s
share capital. Shareholders may also allow
the Board of Directors to limit or cancel
said pre-emptive rights in the event of a
capital increase within the authorised
capital limits.
Extraordinary General Meetings and
Special General Meetings
A
Special General Meeting, or, where
appropriate, an Extraordinary General
Meeting, may be called by the Board of
Directors or by the Statutory Auditor as
often as is required in the Company’s
interest. Any such Meeting must be called
at the request of the Chairman of the
Board of Directors, a managing Director, a
Statutory Auditor, or one or more
1.5.5. CHANGES IN RIGHTS
ATTACHED TO SHARES
Rights attached to shares issued by
Econocom Group may be modified by the
Extraordinary General Meeting, voting in
accordance with the conditions required
for amending the Bylaws. Any changes
approved apply to all shareholders.
shareholders
one-tenth of the Company’s share capital
(article 27 of the Bylaws).
representing
at
least
Content of General Meeting
convening notices
General Meeting notices must contain at
least the following information:
1.6. General Meetings
Ordinary General Meetings
the date, time and place of the General
Meeting;
On 30 November 2021, the Extraordinary
General Meeting modified the date of the
Ordinary General Meeting provided for in
Article 27 of the Bylaws. From now on, the
Ordinary General Meeting shall meet every
year on the fourth Monday of March at
11:00 am, or on the first business day
following this date if Monday is a holiday.
the agenda, indicating the items to be
discussed as well as resolution proposals;
a clear and accurate description of the
formalities
to
be
completed
by
shareholders in order to attend the
General Meeting and exercise their voting
rights, including the deadline by which
shareholders
should
indicate
their
intention to attend the Meeting:
2021 annual report 285
07 shareholders
share performance and shareholders
the right of shareholders to add items
to the agenda, file resolution
proposals, and ask questions, as well
as the period in which these rights
may be exercised and the email
address to which shareholders should
the exact website address on which the
information mentioned below will be
available.
Availability of documents
on Econocom’s website
send
their
requests.
Where
As from the date of publication of the
General Meeting convening notice and up
to the date of the General Meeting, the
following information is posted for
shareholders on the Company’s website
(https://econocom.com):
applicable, the Notice of Meeting also
indicates the deadline for publishing
the revised agenda. The Notice may
contain only the details of these
periods and the email address to be
used, provided that more detailed
information on shareholder rights is
posted on the Company’s website,
the Notice of Meeting, along with the
revised agenda reflecting items
subsequently added thereto and the
related resolution proposals where
the procedure to follow in order to
vote by proxy, and in particular the
proxy voting form, the conditions in
which the Company will accept
notifications of the appointment of
proxies sent by electronic means,
along with the timeframe within
which the proxy voting rights may be
exercised,
applicable, and/or the resolution proposals
formulated within the timeframe given;
the total number of shares and voting
rights at the date of the Notice of Meeting,
including separate totals for each class of
shares, when the Company’s share capital
is divided into two or more share classes;
the documents to be submitted to the
General Meeting;
where appropriate, the procedure
and timeframe set by or pursuant to
the Bylaws allowing shareholders to
participate in the General Meeting
remotely and opt for distance voting
prior to the Meeting (articles 28 and
34 of the Bylaws);
for each item placed on the General
Meeting agenda, a resolution proposal or,
when the matter to be discussed does not
require any resolution to be adopted, the
Board of Directors’ comments thereon.
The resolution proposals formulated by
shareholders pursuant to article 7:130 of
the Belgian Companies Code are posted
online as early as practicably possible after
they have reached the Company;
the record date, along with a statement
indicating that only people who are
shareholders at that date are entitled to
attend and vote at the General Meeting;
the address where shareholders can
obtain, for example, the full text of the
documents and resolution proposals
described, along with the procedure to
follow in order to obtain such documents;
the proxy voting form and, where
applicable, the postal voting form, unless
these forms are sent directly to each
shareholder.
286 2021 annual report
shareholders 07
share performance and shareholders
When the forms mentioned above cannot
be posted online due to technical reasons,
the Company must explain on its website
how to obtain a hard copy of them. In this
case, Econocom is required to send the
forms promptly and free of charge to the
postal or email address indicated by any
shareholder that so requests them.
to receive notification by another means,
although no proof of compliance with this
formality is required. Notices of Meetings
are also available on Econocom’s website
If another Meeting has to be called because
a first meeting did not meet the quorum,
and provided that the date of any second
Meeting was indicated in the paragraph
above in the first Notice of Meeting and
that no items have since been added to the
agenda, the 30-day period specified above
is reduced to at least 17 days before the
Meeting.
The information mentioned in this section
will be available on Econocom’s website
(https://econocom.com) for five years as
from the date of the General Meeting to
which they relate.
Formalities and notice periods
Formalities to be completed in
order to attend General Meetings
Notification of all General Meetings must
be made by announcements placed at
least 30 days before said Meeting in:
Shareholders may only attend and vote at
General Meetings if their shares are
registered in their name at the record date,
i.e., by midnight (CET) on the fourteenth
day preceding the Meeting, either in the
Company’s share register or in the books of
an authorised account holder or clearing
institution, regardless of the number of
shares held by the shareholder at the date
of the General Meeting.
the Belgian Official Gazette (Moniteur
belge);
a newspaper with national circulation,
unless the notice concerns an Ordinary
General Meeting held in the place and at
the time and date indicated in the Bylaws,
and whose agenda is confined to the
review of annual financial statements, the
annual report, the Statutory Auditor’s
report and the vote to grant discharge to
Directors and the Statutory Auditor;
The shareholders shall inform the Company
(or the person designated for this purpose)
of their intention to attend the General
Meeting no later than the sixth day
preceding the date of said Meeting, in
accordance with the formalities provided in
the Notice of Meeting, and provided that
shareholders present the share certificate
delivered by the authorised account holder
or clearing institution.
any media as may reasonably be relied on
to efficiently disseminate information to
the public throughout the European
Economic Area and which is readily
accessible
manner.
in
a
non-discriminatory
Holders of registered shares as mentioned
in the Belgian Companies Code, along with
Company Directors and the Statutory
Auditor must be notified of the General
Meetings 30 days before they are due to
take place. This notification is sent by
ordinary letter unless the recipients have
individually and expressly agreed in writing
Holders of bonds or subscription rights
issued in connection with the Company
may attend the General Meeting in a
non-voting capacity only, provided that
they meet the admission requirements
applicable to shareholders.
2021 annual report 287
07 shareholders
share performance and shareholders
The Board of Directors may use this
authorisation to issue shares with or
without voting rights, convertible bonds,
equity notes, subscription rights payable in
cash or in kind, and other share equivalents
or equity instruments issued by the
Company.
1.7. Provisions that could
delay, defer or prevent
a change in control of
the Company
1.7.1. GENERAL INFORMATION
Laws relating to takeover and squeeze-out
bids and their implementing orders, as well
as the Belgian Companies Code and other
applicable laws, contain various provisions
(such as the requirement to disclose major
Any capital increase effected under this
authorisation may be carried out:
either by means of contributions in cash
or in kind, including any restricted issue
premium, whose amount is fixed by the
Board of Directors, or by creating new
shares carrying rights that will be
determined by the Board;
shareholdings
see section 8 of this
chapter – and competition provisions) that
may be applicable to the Company, and
which place certain restrictions on hostile
takeover bids or other changes of control.
or by converting reserves – including
restricted reserves – or the issue premium
into capital, with or without creating new
shares.
These
potential
provisions
takeover
could
bids
discourage
that other
shareholders may consider to be in their
interests and/or prevent shareholders from
selling their shares at a premium.
This authorisation is granted to the Board
of Directors for a period of five years from
the date of publication of the decision of
the Extraordinary General Meeting of
19 May 2020 in the annexes of the Belgian
Official Gazette. It may be renewed on one
or more occasions, in accordance with
applicable provisions.
In certain conditions, the Board of Directors
may defer or prevent the issuance of shares
that could have a dilutive impact on
existing shareholdings.
1.7.2. AUTHORISED SHARE CAPITAL
(ARTICLE 7 OF THE BYLAWS)
In the event that a capital increase is
carried out within the authorised capital,
the Board of Directors will allocate any
issue premium to a restricted account. This
account will form part of shareholders’
equity in the same way as the share capital,
and, provided it is converted into capital by
the Board of Directors, may only be
reduced or cancelled by the General
Meeting under the conditions required by
article 7:208 of the Belgian Companies
Code.
Pursuant to
a decision of Econocom’s
Extraordinary General Meeting of 19 May
2020, the Board of Directors was granted
authorisation to increase the share capital,
on one or more occasions, under conditions
it deems fit, by an amount of up to
€23,512,749.67.
authorised unissued capital (excluding issue
premiums) stood at €23,512,749.67.
At
31 December
2021,
288 2021 annual report
shareholders 07
share performance and shareholders
The Board of Directors may limit or cancel
pre-emptive subscription rights of existing
shareholders in accordance with the
conditions set forth in articles 7:190 et seq.
of the Belgian Companies Code if it is in the
Company’s interests. It may even do so for
one or more specific parties other than
employees of the Company or of its
subsidiaries, except as provided in
article 7:201 of said Companies Code.
The authorisation of the General Meeting is
not required in the event the purchase of
treasury shares or non-equity shares is
necessary
experiencing
to
avoid
serious
the
or
Company
immediate
damage. In such event, the Board of
Directors is authorised to purchase, in
accordance with the legal provisions in
force, the Company’s shares through
acquisition or exchange. This authorisation
granted by the Extraordinary General
Meeting of 19 May 2020 for a period of three
years as from the publication of the
decision of said Meeting in the appendix to
the Belgian Official Gazette (Moniteur
belge).
The Board of Directors may decide, with
the right of substitution, to amend the
Bylaws to reflect the Company’s new
capital and shares each time the share
capital is increased within the limit of the
authorised capital.
On 30 November 2021, the Extraordinary
General Meeting also authorised the Board
of Directors to pledge treasury shares of the
Company, in accordance with article 7:226
of the Belgian Companies Code. This
authorisation is granted for a period of five
years as from the date on which the
decision of the General Meeting is
published.
1.7.3. ACQUISITION AND DISPOSAL
OF TREASURY SHARES (ARTICLE 12
OF THE BYLAWS)
The Company may only acquire its own
shares or (if applicable) profit shares by
means of a purchase or exchange, directly
or by a person or entity acting in their own
name but on the Company’s behalf
following a decision of an General Meeting
voting pursuant to the quorum and
The Board of Directors may sell Company
shares in the cases laid down by the
Belgian Companies Code, including to one
or more identified persons. If necessary, this
authorisation may be extended to the
disposal of treasury shares of the Company
by its subsidiaries.
majority
requirements
set
forth
in
article 7:154 of the Belgian Companies
Code, which sets the maximum number of
shares or profit shares that can be acquired,
the period for which the authorisation is
granted, within the limit provided in
article 7:215 of the Belgian Companies
Code, and the minimum and maximum
consideration.
The Board of Directors may otherwise
dispose of shares of the new Company in
the conditions provided by the Belgian
Companies Code, as well as to spare the
Company serious and imminent harm,
provided, in such cases, that the securities
are sold on the market or as a public
offering made on the same conditions to all
shareholders.
This authorisation was given to the Board
of Directors by the Extraordinary General
Meeting of 30 November 2021 to acquire a
maximum of 88,000,000 treasury shares of
the Company at a minimum price of €1 and
a maximum unit price of €10 per share.This
authorisation was granted for a period of
five years as from the publication of the
decision of the Extraordinary General
Meeting of 30 November 2020 in the
appendix to the Belgian Official Gazette
(Moniteur belge).
1.8 Notifications of major
shareholdings
Directive 2004/109/EC of the European
Parliament and of the Council of 15 December
2004 on the harmonisation of transparency
requirements in relation to information about
2021 annual report 289
07 shareholders
share performance and shareholders
issuers whose securities are admitted to
trading on a regulated market, amending
Directive 2001/34/EC, was transposed into
Belgian law by the Act of 2 May 2007 on the
publication of major shareholdings in issuers
whose shares are admitted to trading on a
regulated market (“Transparency Act”) and by
the Royal Decree of 14 February 2008 on the
publication of major shareholdings (“Royal
Decree on Transparency”). This legislation
came into force on 1 September 2008.
the securities were acquired or sold, for
example, by means of a purchase, sale,
exchange, contribution, merger, spin-off or
succession;
2. unintentionally crossing the specified
thresholds (due to an event altering the
allocation of voting rights); or
3. the
conclusion,
modification
or
termination of an agreement to act in
concert.
The FSMA and the Company must be
informed of any such event as soon as
possible, and at the latest within four
working days of the date on which the
event took place.
Pursuant to these provisions, any natural or
legal person who acquires, directly or
indirectly, securities carrying voting rights
of the Company must notify it and the
FSMA (Belgian Financial Services and
Markets Authority) of the number and
The Company is required to publish all of
the information contained in such
notifications no later than three business
days after receipt. It must also disclose its
ownership structure in the notes to its
annual financial statements, based on the
notifications received.
percentage
of
voting
rights
held
subsequent to this acquisition when the
voting rights attached to securities carrying
voting rights reach a proportion of 5% or
more of total existing voting rights.
Shareholders
must
also
notify
the
Company in the event that they directly or
indirectly acquire securities carrying voting
rights when, as a result of their acquisition,
the number of voting rights reaches or
exceeds 10%, 15%, 20%, and every
five-percentage point threshold thereafter,
of total existing voting rights. Notification is
also required in the event that shareholders
directly or indirectly sell securities carrying
voting rights when, as a result of this sale,
the voting rights fall below one of the
thresholds stated above.
The Company is also required to publish
the total amount of share capital, the total
number of securities carrying voting rights
and the total number of voting rights, as
well as a breakdown by class (where
appropriate) of the number of securities
carrying voting rights and the total number
of voting rights, at the end of each calendar
month during which changes occurred in
these amounts. Where appropriate, the
Company is also required to publish the
total number of bonds convertible into
securities carrying voting rights and rights
to subscribe for securities not yet issued
carrying voting rights, the total number of
voting rights that would result from
exercising these conversion or subscription
rights, and the total number of shares with
no voting rights.
In accordance with article 6 of the
Transparency
Act,
the
disclosure
requirements mentioned above apply
whenever the number of voting rights rises
above or falls below the specified
thresholds as a result of, among others:
1. the acquisition or sale of securities
carrying voting rights, regardless of how
1.9. Econocom’s largest shareholder
Econocom International BV (represented
by Jean-Louis Bouchard) Chairman of
Econocom Group, remains Econocom’s
largest shareholder, with approximately
40.1% of the share capital at 31 December
2021.
290 2021 annual report
08
statutory
auditor’s
report on the
consolidated
financial
statements
Independent auditor’s report
to the general meeting
of Econocom Group SE for the year
ended 31 December 2021
292
Report on the audit of the Consolidated
Financial Statements
Report on other legal and regulatory
requirements
292
296
2021 annual report
291
08 statutory auditor’s report on the consolidated financial statements
independent auditor’s report to the general meeting of econocom group se for the year ended 31 december 2021
Independent auditor’s report
to the general meeting
of Econocom Group SE
for the year ended 31 December 2021
As required by law and the Company’s articles of association, we report to you as statutory
auditor of Econocom Group SE (the “Company”) and its subsidiaries (together the “Group”). This
report includes our opinion on the consolidated statement of financial position as at
31 December 2021, the consolidated income statement and earnings per share, the consolidated
statement of comprehensive income, the consolidated statement of changes in equity and
the consolidated statement of cash flows for the year then ended, and the disclosures (all
elements together the “Consolidated Financial Statements”) as well as our report on other legal
and regulatory requirements. These two reports are considered one report and are inseparable.
We have been appointed as statutory auditor by the Shareholders’ Meeting of 18 May 2021, in
accordance with the proposition by the Board of Directors following recommendation of the
Audit Committee and following recommendation of the Workers’ Council. Our mandate
expires at the Shareholders’ Meeting that will deliberate on the Consolidated Financial
Statements for the year ending 31 December 2023. We have performed the audit of the
Consolidated Financial Statements of the Group for the first time during this year.
Report on the audit of the Consolidated Financial
Statements
Unqualified opinion
We have audited the Consolidated Financial Statements of Econocom Group SE, that comprise
the consolidated statement of financial position as at 31 December 2021, the consolidated
income statement and earnings per share, the consolidated statement of comprehensive
income, the consolidated statement of changes in equity and the consolidated statement of
cash flows for the year then ended and the disclosures, which show a consolidated balance
sheet total of €2,338.7 million and of which the consolidated income statement, attributable to
owners of the parent, shows a profit for the year of €65.5 million.
In our opinion, the Consolidated Financial Statements give a true and fair view of the
consolidated net equity and financial position as at 31 December 2021, and of its consolidated
results for the year then ended, prepared in accordance with the International Financial
Reporting Standards as adopted by the European Union (“IFRS”) and with applicable legal and
regulatory requirements in Belgium.
Basis for the unqualified opinion
We conducted our audit in accordance with International Standards on Auditing (“ISAs”). Our
responsibilities under those standards are further described in the “Our responsibilities for
the audit of the Consolidated Financial Statements” section of our report.
We have complied with all ethical requirements that are relevant to our audit of the
Consolidated Financial Statements in Belgium, including those with respect to independence.
We have obtained from the Board of Directors and the officials of the Company the explanations
and information necessary for the performance of our audit and we believe that the audit
evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
292 2021 annual report
statutory auditor’s report on the consolidated financial statements 08
independent auditor’s report to the general meeting of econocom group se for the year ended 31 december 2021
Other matter
The Consolidated Financial Statements of the Group for the year ended 31 December 2020
were audited by another statutory auditor who issued an unqualified audit opinion on
these Consolidated Financial Statements in his report dated 26 March 2021.
Key audit matters
Key audit matters are those matters that, in our professional judgment, were of most
significance in our audit of the Consolidated Financial Statements of the current reporting
period.
These matters were addressed in the context of our audit of the Consolidated Financial
Statements as a whole and in forming our opinion thereon, and consequently we do not provide
a separate opinion on these matters.
Annual goodwill impairment test
Description
of the Key
Audit Matter
The Consolidated Financial Statements include goodwill for an amount of
€494.9 million as at 31 December 2021. As required by IFRS (see note 9 of
the Consolidated Financial Statements), this goodwill needs to be tested
annually for impairment. We consider these impairment tests as a key
audit matter because goodwill amounts to 21% of total assets as at
31 December 2021 and because the recoverable amount as determined by
the Board of Directors is based on assumptions related to, amongst others,
the business plans (sales, profit margin, net working capital needs), the
terminal growth rate, and the discount rate applied on the cash flows.
How our Audit
addressed
the Key Audit
Matter
We have received the goodwill impairment tests from management, and
we have challenged, with the assistance of our internal experts, the
reasonableness of the methodology and key assumptions used.
We have compared the assumptions with market data and with the
economic forecasts including the COVID-19 impact.
We have assessed the internal procedures developed by the Group for
preparing the budget.
We have received and evaluated the sensitivity analyses to determine
the impact of possible changes in the key assumptions, and we have
performed our own independent sensitivity analysis to quantify the negative
impact on management’s models that would result in impairment.
We have assessed the reclassifications of goodwill related to the assets
held-for-sale for the discontinued operations.
We have analyzed the reasonableness of the discounted future cash flow
forecasts by comparing them with the Group’s market capitalization.
We have validated the net working capital needs as well as the key
assumptions used for the calculation of the terminal value.
We have assessed that the information disclosed in the note 9 to the
Consolidated Financial Statements is in conformity with IFRS.
2021 annual report 293
08 statutory auditor’s report on the consolidated financial statements
independent auditor’s report to the general meeting of econocom group se for the year ended 31 december 2021
Residual interests in leased assets
Description
of the Key Audit
Matter
The residual interests in leased assets (see note 11 of the Consolidated
Financial Statements) amount to €170.7 million as at 31 December 2021, of
which €42.7 million is classified in current assets and €128.0 million is
classified in non-current assets. Overall, the residual interests as at
31 December 2021 amount to 3.1% of the historic acquisition value of the
portfolio of assets leased out by the Group. These residual interests
correspond, at the start date of a lease, to the forecasted market value of
these assets at the end of the lease. The carrying amount of these assets
depends on various calculation methods and on whether it concerns
fixed-term contracts or renewable contracts ("TRO"). In both cases, the
carrying amount of the assets depends on assumptions based on historic
statistics on the realization value of the assets disposed at the end of the
lease, but also on assumptions in respect of discount rate for the
fixed-term contracts. The Group regularly updates these assumptions on
the basis of its experience with resale or sublease markets for
second-hand materials. We have considered the residual interests in
leased assets as a key audit matter because these estimations impact on
the one hand the timing of result recognition of such contracts,and on the
one hand there is a risk of impairment in case the forecasted figures
would exceed the fair market values.
How our Audit
addressed
the Key Audit
Matter
We have obtained the estimates of the residual interests in leased assets
and we have assessed the reasonability of the methodology and the key
assumptions as well as the changes in those assumptions compared to last
year.
We have assessed that the procedure developed by the management of
the Group has been properly applied when determining these
assumptions, including for the derogations.
On a sample basis, we have verified that the inputs for contracts have been
properly included in the management and accounting systems. We have
assessed the IT general controls of the accounting system with the
assistance of our IT experts.
On a sample basis, we have recalculated the value of the residual interests
in leased assets, based on the management assumptions and the
applicable discount rates.
We have evaluated that the margins realized on the sale of leased assets at
the end of contracts were positive (“back testing procedure”). We have
evaluated that these assumptions are reasonable and in line with our
expectations.
We have assessed with a particular attention the value of the residual
interests for assets relating to renewable contracts ("TRO") and those linked
to contracts not relating to IT equipment.
We have assessed that the information disclosed in the note 11 to the
Consolidated Financial Statements are in conformity with IFRS.
294 2021 annual report
statutory auditor’s report on the consolidated financial statements 08
independent auditor’s report to the general meeting of econocom group se for the year ended 31 december 2021
Responsibilities of the Board of Directors for the preparation of the Consolidated
Financial Statements
The Board of Directors is responsible for the preparation of the Consolidated Financial
Statements that give a true and fair view in accordance with IFRS and with applicable legal
and regulatory requirements in Belgium and for such internal controls relevant to the
preparation of the Consolidated Financial Statements that are free from material
misstatement, whether due to fraud or error.
As part of the preparation of Consolidated Financial Statements, the Board of Directors is
responsible for assessing the Company’s ability to continue as a going concern, and provide, if
applicable, information on matters impacting going concern. The Board of Directors should
prepare the financial statements using the going concern basis of accounting, unless the
Board of Directors either intends to liquidate the Group or to cease business operations or has
no realistic alternative but to do so.
Our responsibilities for the audit of the Consolidated Financial Statements
Our objectives are to obtain reasonable assurance whether the Consolidated Financial
Statements are free from material misstatement, whether due to fraud or error, and to express
an opinion on these Consolidated Financial Statements based on our audit. Reasonable
assurance is a high level of assurance, but not a guarantee that an audit conducted in
accordance with the ISAs will always detect a material misstatement when it exists.
Misstatements can arise from fraud or error and considered material if, individually or in the
aggregate, they could reasonably be expected to influence the economic decisions of users
taken on the basis of these Consolidated Financial Statements.
In performing our audit, we comply with the legal, regulatory and normative framework that
applies to the audit of the Consolidated Financial Statements in Belgium. However, a statutory
audit does not provide assurance about the future viability of the Company and the Group, nor
about the efficiency or effectiveness with which the board of directors has taken or will
undertake the Company’s and the Group’s business operations. Our responsibilities with regards
to the going concern assumption used by the board of directors are described below.
As part of an audit in accordance with ISAs, we exercise professional judgment and we maintain
professional skepticism throughout the audit. We also perform the following tasks:
identification and assessment of the risks of material misstatement of the Consolidated Financial
Statements, whether due to fraud or error, the planning and execution of audit procedures to
respond to these risks and obtain audit evidence which is sufficient and appropriate to provide a
basis for our opinion. The risk of not detecting material misstatements resulting from fraud is
higher than when such misstatements result from errors, since fraud may involve collusion,
forgery, intentional omissions, misrepresentations, or the override of internal control;
obtaining insight in the system of internal controls that are relevant for the audit and with the
objective to design audit procedures that are appropriate in the circumstances, but not for
the purpose of expressing an opinion on the effectiveness of the Group’s and Company
internal control;
evaluating the selected and applied accounting policies, and evaluating the reasonability of
the accounting estimates and related disclosures made by the Board of Directors as well as the
underlying information given by the Board of Directors;
2021 annual report 295
08 statutory auditor’s report on the consolidated financial statements
independent auditor’s report to the general meeting of econocom group se for the year ended 31 december 2021
conclude on the appropriateness of the Board of Directors’ use of the going-concern basis of
accounting, and based on the audit evidence obtained, whether or not a material uncertainty
exists related to events or conditions that may cast significant doubt on the Company’s or
Group’s ability to continue as a going concern. If we conclude that a material uncertainty exists,
we are required to draw attention in our auditor’s report to the related disclosures in the
Consolidated Financial Statements or, if such disclosures are inadequate, to modify our
opinion. Our conclusions are based on audit evidence obtained up to the date of the auditor’s
report. However, future events or conditions may cause the Company to cease to continue as a
going-concern;
evaluating the overall presentation, structure and content of the Consolidated Financial
Statements, and evaluating whether the Consolidated Financial Statements reflect a true
and fair view of the underlying transactions and events.
Because we are ultimately responsible for the opinion, we are also responsible for directing,
supervising and performing the audits of the subsidiaries. In this respect we have determined
the nature and extent of the audit procedures to be carried out for Group entities.
We communicate with the Audit Committee within the Board of Directors regarding, among
other matters, the planned scope and timing of the audit and significant audit findings,
including any significant deficiencies in internal control that we identify during our audit.
We provide the Audit Committee within the Board of Directors with a statement that we
have complied with relevant ethical requirements regarding independence, and to
communicate with them all relationships and other matters that may reasonably be thought
to bear on our independence, and where applicable, related safeguards.
From the matters communicated with the Audit Committee within the Board of Directors,
we determine those matters that were of most significance in the audit of the Consolidated
Financial Statements of the current period and are therefore the key audit matters. We
describe these matters in our report, unless the law or regulations prohibit this.
Report on other legal and regulatory requirements
Responsibilities of the Board of Directors
The Board of Directors is responsible for the preparation and the content of the Board of
Directors’ report on the Consolidated Financial Statements, the separate report on the
non-financial information, and other information included in the annual report.
Responsibilities of the auditor
In the context of our mandate and in accordance with the additional standard to the ISAs
applicable in Belgium, it is our responsibility to verify, in all material respects, the Board of
Directors’ report on the Consolidated Financial Statements, the separate report on the
non-financial information, and other information included in the annual report, as well as to
report on these matters.
Aspects relating to Board of Directors’ report on the Consolidated Financial
Statements and other information included in the annual report
In our opinion, after carrying out specific procedures on the Board of Directors’ report, the
Board of Directors’ report is consistent with the Consolidated Financial Statements and has
been prepared in accordance with article 3:32 of the Code of companies and associations.
296 2021 annual report
statutory auditor’s report on the consolidated financial statements 08
independent auditor’s report to the general meeting of econocom group se for the year ended 31 december 2021
In the context of our audit of the Consolidated Financial Statements, we are also responsible
to consider whether, based on the information that we became aware of during the
performance of our audit, the Board of Directors’ report and other information included in
the annual report, being:
1. Business model;
2. Group overview;
4. Risk factors;
7. Shareholders;
9. Chairman’s statement;
11. Key consolidated figures;
contain any material inconsistencies or contains information that is inaccurate or otherwise
misleading. In light of the work performed, there are no material inconsistencies to be
reported.
The non–financial information required by article 3:32, § 2, of the Code of companies and
associations is included is a separate report to the Board of Directors’ report under section “3.
Corporate social responsibility” of the annual report. The Company has prepared this
non-financial information based on the principles of the United Nations Global Compact. The
report of non-financial information contains the information required by virtue of article 3:32,
§2 of the Companies’ and Associations’ Code, and agrees with the Consolidated Financial
Statements for the same year. However, we do not comment on whether this non-financial
information has been prepared, in all material respects, in accordance with the principles of
the United Nations Global Compact.
Independence matters
Our audit firm and our network have not performed any services that are not compatible
with the audit of the Consolidated Financial Statements and have remained independent
of the Company during the course of our mandate.
The fees for additional services which are compatible with the statutory audit of
the Consolidated Financial Statements referred to in article 3:65 of the Companies’ and
Associations’ Code are correctly disclosed and itemized in the notes to the Consolidated
Financial Statements.
European single electronic format (“ESEF”)
In accordance with the standard on the audit of the conformity of the financial statements
with the European single electronic format (hereinafter "ESEF"), we have carried out the audit
of the compliance of the ESEF format with the regulatory technical standards set by the
European Delegated Regulation No 2019/815 of 17 December 2018 (hereinafter: "Delegated
Regulation").
The board of directors is responsible for the preparation, in accordance with the ESEF
requirements, of the Consolidated Financial Statements in the form of an electronic file in
ESEF format in the official French language as well as the free translation into English
(hereinafter “the digital consolidated financial statements”) included in the annual financial
French language as well as the free translation into English.
2021 annual report 297
08 statutory auditor’s report on the consolidated financial statements
independent auditor’s report to the general meeting of econocom group se for the year ended 31 december 2021
It is our responsibility to obtain sufficient and appropriate supporting evidence to conclude
that the format and markup language of the digital consolidated financial statements
comply in all material respects with the ESEF requirements under the Delegated Regulation.
Based on the work performed by us, we conclude that the format and tagging of information
in the digital consolidated financial statements included in the annual financial report
language of Econocom Group SE per 31 December 2021 are, in all material respects, in
accordance with the ESEF requirements under the Delegated Regulation, and we conclude
that the format of the free translation of the digital consolidated financial statements
included in annual report in English corresponds to the digital consolidated financial
statements included in the annual financial report in the official French language.
Other communications.
This report is consistent with our supplementary declaration to the Audit Committee as
specified in article 11 of the regulation (EU) nr. 537/2014.
Diegem, 24 February 2022
EY Réviseurs d’Entreprises SRL
Statutory auditor
Represented by
Romuald Bilem
Partner
*
*
Acting on behalf of a BV/SRL
22RB0039
298 2021 annual report
09
chairman’s
statement
2021 annual report 299
09 chairman’s statement
Chairman’s statement
We hereby declare that, to the best of our knowledge, the consolidated financial
statements for the year ended 31 December 2021, prepared in accordance with the
International Financial Reporting Standards (IFRS) as adopted in the European Union, and
with the legal requirements applicable in Belgium, give a true and fair view of the assets,
financial position and profit or loss of the Company and the undertakings in the
consolidation taken as a whole, and that the Management Report includes a fair review of
the performance of the business and the profit or loss and financial position of the
Company and the undertakings in the consolidation taken as a whole, together with a
description of the main risks and uncertainties.
14 February 2022
On behalf of the Board of Directors
Jean-Louis Bouchard
Chairman of the Board
300 2021 annual report
10
condensed
parent
company
financial
statements
*
1. Parent company balance sheet
302
304
306
2. Non-consolidated income
statement
3. Non-consolidated statement
of cash flows
ECONOCOM GROUP SE PARENT STATUTORY FINANCIAL STATEMENTS
In accordance with article 3:17 of the Belgian Companies Code, Econocom Group SE hereby states that
the following financial statements are an abridged version of the full annual financial statements that can be
obtained from the Company and which will be filed with the Banque Nationale de Belgique.
* The parent company financial statements are prepared in accordance with Belgian GAAP.
2021 annual report
301
10 condensed parent company financial statments
parent company balance sheet
1. Parent company balance sheet
Asset
in € thousands
Start-up costs
31 Dec. 2021
327
31 Dec. 2020
805
Non-current assets
897,190
1,041,600
Intangible assets
-
-
1
Property, plant and equipment
Plant and equipment, fixtures and fittings
Non-current financial assets
Related parties
1
1
1
897,189
884,009
884,009
-
1,041,599
1,025,998
831,198
194,800
485
Equity interests
Receivables
Entities with which there are capital links
Equity interests
324
324
485
Receivables
Other non-current financial assets
Shares
12,856
10,238
2,618
15,116
11,408
3,708
Receivables and cash guarantees
Current assets
68,624
32,058
Non-current receivables
-
-
Trade receivables
Other receivables
Inventories and work-in-progress
Current receivables
Trade receivables
-
15,004
13,871
1,133
-
7,007
4,854
2,153
Other receivables
Cash investments
53,013
53,013
22,966
22,966
Treasury shares
Other investments
Cash and cash equivalents
451
56
1,853
232
Accrual accounts
Total assets
966,041
1,074,463
302 2021 annual report
condensed parent company financial statments 10
parent company balance sheet
Liabilities
in € thousands
Equity
31 Dec. 2021
31 Dec. 2020
535,196
23,662
23,662
276,923
23,513
23,513
Share capital
Paid-in capital
Uncalled capital
Issue premiums
Revaluation gain
Reserves
171,921
2,520
57,865
2,366
53,013
53,013
2,486
432
194,708
2,520
25,735
2,351
Statutory reserve
Unavailable reserves
For treasury shares
Available reserves
22,966
22,966
418
Retained earnings (+)/(-)
17,137
Profit (loss) for the year
278,796
13,310
Provisions and deferred taxes
10,726
10,726
10,726
5,501
5,501
5,501
Provisions for contingencies and losses
Other contingencies and losses
Deferred taxes
Payables
420,119
194,874
194,874
194,874
792,039
250,388
250,388
250,388
Non-current liabilities
Financial liabilities
Unsubordinated bonds
Trade payables
Prepayments received on orders
Other non-current liabilities
Current liabilities
225,245
57,325
21,500
21,500
7,492
7,492
611
541,651
139,034
119,000
119,000
5,439
5,439
1,023
Current portion of non-current liabilities
Financial liabilities
Bank loans and borrowings
Trade payables
Trade payables
Accrued taxes and personnel costs
Income tax
239
411
Compensation including social costs
Other non-current liabilities
Accrual accounts
372
611
138,317
277,155
Total equity and liabilities
966,041
1,074,463
2021 annual report 303
10 condensed parent company financial statments
non-consolidated income statement
2. Non-consolidated income
statement
in € thousands
31 Dec. 2021
31 Dec. 2020
Sales and services
18,109
17,990
Revenue
14,854
15,869
Changes in inventories of finished goods and work in progress: increase
(decrease) (+)/(-)
In-house production of non-current assets
Other operating income
3,255
-
2,121
-
Non-recurring operating income
Cost of sales and services
18,678
27,610
Materials and goods for resale
Services and miscellaneous goods
Personnel costs (including social costs) and pensions (+)/(-)
17,361
1,307
18,573
1,393
Amortisation/depreciation and impairment of start-up costs, property,
plant and equipment, and intangible assets
1
-
4
-
Additions to (reversals of) impairment of inventories, work-in-progress
and trade receivables (+)(-)
Additions to (reversals of) provisions for contingencies and losses (+)(-)
Other operating expenses
(3,517)
445
2,484
27
Capitalised restructuring costs (-)
Non-recurring operating expenses
Operating profit (loss) (+)/(-)
Financial income
3,082
(569)
5,129
(9,620)
49,042
35,649
30,848
103
317,662
194,458
190,764
219
Recurring financial income
Income from non-current financial assets
Income from current assets
Net finance income
3,475
4,698
Non-recurring financial income
Financial expenses
123,204
38,770
13,964
13,791
13,393
25,765
13,576
13,094
Recurring financial expenses
Cost of debt
Additions to (reversals of) impairment of current assets other
than inventories, work-in-progress and trade receivables (+)/(-)
-
-
Other financial expenses
173
482
Non-recurring financial expenses
24,806
12,189
304 2021 annual report
condensed parent company financial statments 10
non-consolidated income statement
in € thousands
31 Dec. 2021
278,323
31 Dec. 2020
13,657
Profit for the year before tax (+)/(-)
Withdrawal from deferred taxes
Transfer to deferred taxes
Income tax (+)/(-)
(473)
3
347
347
Income tax
Tax adjustments and reversals of tax-related provisions
Profit (loss) for the year (+)/(-)
Deductions from tax-free reserves
Transfers to tax-free reserves
Profit for the year available for distribution (+)/(-)
(476)
-
278,796
13,310
278,796
13,310
in € thousands
31 Dec. 2021
31 Dec. 2020
Profit available for distribution (+)/(-)
309,244
278,796
30,448
-
81,716
13,310
68,406
-
Profit for the year available for distribution (+)/(-)
Retained earnings (+)/(-)
Deductions from equity
from equity and issue premiums
from reserves
-
-
Appropriations to equity
to equity and issue premiums
to the statutory reserve
30,016
51,268
15
30,001
-
51,268
to other reserves
Appropriation to retained earnings (+)/(-)
279,228
30,448
Share of associates in losses
Profit available for distribution
Dividends
Directors or Managers
Employees
Other beneficiaries
2021 annual report 305
10 condensed parent company financial statments
non-consolidated statement of cash flows
3. Non-consolidated statement
of cash flows
in € thousands
31 Dec. 2021
31 Dec. 2020
Net profit (loss)
278,796
479
13,310
548
Depreciation of non-current assets and issue costs
Impairment
2,937
(4,612)
(99,479)
(186,022)
7,921
18
8,084
3,579
Impact of changes in provisions for other contingencies and losses
Gains/losses on disposal of non-current financial assets
Dividends received from equity interests
Interest and impact of bond buybacks
Cash flow from operating activities (a)
Change in trade receivables
(10,589)
(25,000)
9,921
(147)
821
1,694
Change in trade payables
2,051
705
2,550
Other changes in working capital requirement
Change in working capital requirement (b)
Income tax expense (c)
(10,185)
(5,940)
-
3,578
-
Net cash from (used in) operating activities (a + b + c)
3,596
(6,087)
Acquisition of property, plant and equipment and intangible assets
for internal use
(2)
-
Disposal of property, plant and equipment and intangible assets
for internal use
Acquisition of equity interests
(13,629)
75,874
(837)
(84,292)
15,819
(751)
Disposal of equity interests
Acquisition of non-current financial receivables
Disposals of non-current financial receivables
Repayment of non-current financial receivables
Dividends received from equity interests
Net cash from (used in) investing activities (d)
4,376
-
558
472
167,872
234,213
(1,556)
-
25,000
(43,752)
(2,632)
(45,500)
(2,797)
-
Euro Private Placement – interest
Euro Private Placement – repayment
Schuldschein – coupons
(2,205)
(137,000)
(3,451)
(931)
Schuldschein – refund
OCEANE – buyback
(10,616)
(1,000)
(159,500)
269,662
55,611
(25,675)
123
OCEANE – coupons
Commercial paper
(97,500)
(139,072)
192,990
(30,738)
691
Change in current accounts
Change in long-term loans
Acquisition of treasury shares
Disposal of treasury shares
Capital increases
3,878
-
Dividends paid during the year/refund of additional paid-in capital
Net cash from (used in) financing activities (e)
(24,318)
(239,212)
(25,688)
51,257
Change in cash and cash equivalents (a + b + c + d + e)
(1,402)
1,418
306 2021 annual report
11
key
consolidated
figures
2021 annual report 307
11 key consolidated figures
historical consolidated key figures
Historical consolidated key figures
2016
Adjusted
2014
Restated
2015
Reported
in 2017
AR****
2018
2019
2020
2021
Number of shares (at 31 December)
Ordinary
Total
225,038,574 225,038,574 225,038,574 245,140,430 245,380,430 220,880,430 222,281,980
225,038,574 225,038,574 225,038,574 245,140,430 245,380,430 220,880,430 222,281,980
Free float
57.67%
53.82%
54.20%
57.86%
57.90%
53.6%
43.11%
Average
number of shares
outstanding
219,876,782 217,017,790 215,443,595 232,763,830 227,816,144 216,865,774 190,767,600
Per share data (in €)
Net dividend
(on ordinary
shares)*
0.08
0.08
0.09
0.09
0.1
0.1
0.12
0.12
0.12
0.12
0.12
0.12
0.12
0.12
Gross dividend
(on ordinary
shares)*
Profit (loss)
from current
operating
0.42
0.53
0.63
0.46
0.55
0.56
0.70
activities**
Pay-out(1)
0.26
0.31
0.17
0.67
0.57
0.71
0.61
0.55
0.39
0.35
0.62
Profit (loss)
from operating
activities**
0.50
0.37
0.44
Profit (loss)
before tax**
0.26
0.14
0.42
0.27
0.32
0.15
0.31
0.17
0.35
0.20
0.31
0.57
0.34
Profit (loss)
(attributable
to owners
0.22
of the parent)**
Cash flow
from operating
activities**
0.39
0.46
0.56
0.45
0.61
0.46
0.70
Equity attributable
to owners
of the parent***
1.16
23
8
1.02
16
0.89
45
2.0
17
6
1.97
12
2.14
11
2.00
11
Price/earnings
ratio(2)
Price/cash flow
from operating
activities ratio(3)
9
12
4
5
5
Net return(4)
2.29%
2.29%
2.05%
2.05%
1.43%
1.43%
4.1%
4.1%
4.9%
4.9%
4.9%
4.9%
3.3%
3.3%
Gross return(4)
308 2021 annual report
key consolidated figures 11
historical consolidated key figures
2016
Adjusted
Reported
in 2017
2014
Restated
2015
2018
2019
2020
2021
AR****
Per share data (in €)
Medium
3.55
3.28
4.58
2.42
3.85
4.275
4.49
3.01
5.69
6.97
7.17
3.70
2.91
7.3
3.01
2.43
4.01
2.00
2.18
2.48
2.88
1.37
3.23
3.65
3.94
2.37
At 31 December
High
Low
3.69
2.28
Annual return
at 31 December(5)
(19%)
58,190,840
228,200
33%
49,761,106
194,380
65%
(49%)
(12.3%)
6.0%
36%
48,438,497
188,477
Annual volume
(in units)
54,198,704 213,263,403
53,631,539 64,626,927
Average daily
trading volume
210,888
308
836,327
789
210,320
161
254,437
141
Annual volume
(in value)
(in € millions)
201
383
962
157
810
Market
capitalisation
(31 Dec.)
738
1 569
713
597
547
(in € millions)(6)
Listing market(7)
TC
TC
TC
TC
TC
TC
TC
Salaried employees
8,587
9,134
10,008
10,813
10,323
9,240
8,197
*
Refund of issue premiums.
Expressed as a ratio of the average number of shares outstanding.
Expressed as a ratio of total shares.
**
***
**** In the 2017 table, the number of shares is shown after the share split approved by the Extraordinary General
Meeting of 16 May 2017.
(1)
Pay-out rate = gross dividend/profit for the year attributable to owners of the parent before amortisation or
reduction of goodwill.
Share price at 31 December/profit for the year.
Share price at 31 December/cash flows from operating activities before cost of net debt and income tax.
Net (gross) yield/share price at 31 December.
(2)
(3)
(4)
(5)
Annual return = (change in share price at 31 December relative to 31 December of the previous year plus net
dividend)/share price at 31 December of the previous year.
Market capitalisation = total number of shares at 31 December x share price at 31 December.
Listing market = Brussels from 9 June 1988. The share has been listed on the Marché à terme continu (TC) since
(6)
(7)
16 March 2000.
2021 annual report 309
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2021 annual report
Econocom Group Communication Division
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FRANCE
email: communication.groupe@econocom.com
February 2021
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