Core Strategy and Financial Goals - Atos Group has announced a four-year strategic and transformation plan named "Genesis" aimed at returning the company to sustainable growth and improved profitability, targeting revenues of €9-10 billion and an operating margin of around 10% by 2028 [2][5][22] - The company emphasizes cash generation and disciplined capital allocation as key drivers for deleveraging and achieving its financial targets [5][19] Organizational Restructuring - The plan includes a streamlined and refocused organizational structure, transforming Atos into a global AI-powered technology partner with a simplified brand and governance [5][7] - Atos will operate from six regional hubs, focusing on high-growth and high-impact activities while exiting non-core countries [7][8] Investment in Innovation and Technology - Atos Group plans to invest €500 million in research and development over the next four years, alongside €100 million in start-ups and new ecosystem players, focusing on emerging technologies [12] - The creation of a dedicated business line for Data and AI aims to enhance service offerings and improve delivery efficiency, with a goal of growing the workforce in this area from 2,000 to 10,000 employees by 2028 [11] Financial Performance and Projections - For 2025, Atos expects to generate revenues of approximately €8.5 billion, with a projected organic growth rate of 5-7% CAGR between 2025 and 2028 [21][22] - The company anticipates achieving a leverage ratio below 1.5x net debt/OMDAL and aims for a BB credit rating profile by 2027 [22] Commitment to Sustainability - Atos reaffirms its commitment to sustainability, targeting Net Zero by 2050 and focusing on diversity and digital inclusion initiatives [20] - The company has received top-tier ESG ratings, including EcoVadis Platinum, reflecting its leadership in environmental, social, and governance practices [20]
Atos Group: new strategic and transformation plan “Genesis” to leverage core strengths and restore sustainable profitable growth. Cash generation and disciplined capital allocation as key drivers to deleveraging