Legrand goes into overdrive
Just over five years after his return on the stock market, Legrand decided to convene today to financial analysts to present the group's prospects in the medium term. The meeting is held in Limoges, where Legrand has one of the French centers of research and development and a "show room" where he can show his skills in home automation and home assistance.
Legrand is a leading electrical and digital infrastructure in the building. He directed last year's 3.89 billion euros in turnover. Its products are the most visible switches and outlets, but it has extended its offer for several years in the areas of home automation and energy efficiency. Elements that have enabled it to deliver excellent results. And it's not over."We set targets in the medium term annual growth of our average total turnover of 10% and an adjusted operating margin averaged 20% after acquisitions," said Gilles Schnepp, Chairman and CEO Legrand.
To achieve this, the group is a clear acceleration of acquisitions. "Until now, we spend an average of 200 million euros per year to our external growth strategy, says Gilles Schnepp. Now, we have increased the amount to 400 million euros on average per year. Over the past twelve months, we completed seven acquisitions as well, especially in the new segments. "
Focus on emerging economies
The target group now two types of companies. First, the actors in the new economies. "We are already present in these countries. For example, we established in Brazil since 1977.Emerging economies now account for 35% of our business, but we want to increase this share to 50% within five years. "The group also wants to develop or strengthen in new segments. Home automation is to say the pilot via a digital interface functions as diverse as lighting, heating, opening and closing of the shutters or video monitoring of visitors, is in a. Other preferred areas: systems to improve energy efficiency or the digital infrastructure. These activities already account for nearly 20% of its sales and growth is more important than more traditional trades.
This dynamic policy of acquisitions can be done without recourse to debt. Funding is made possible by the structural improvement of the group's ability to generate cash."Five years ago, cash flow (cash flow) of Legrand represented 6% of our sales, says Gilles Schnepp. Last year it had risen to 13%. "
A change made possible by an improvement in its processes, including the decline of its product platforms, much like in the car, or shortening the development time of its products.
Performance that does not go unnoticed by investors. In five years, the stock has gained 49% while the CAC 40 sold 25% over the same period.