01. CEVA

Enterprising managers build a global leader

A FEW WORDS FROM

MARC PRIKAZSKY

CHAIRMAN AND CEO OF CEVA

Ceva is an independent company owned by its employees, which constitutes its difference and its strength. Since Ceva left the Sanofi group in 1999, EMZ has supported all our company’s major financial drafts. In particular, the structure of the 2007 deal enabled the management and employees to take control of the company, while preserving the conditions necessary for its development.

02. SAFIC ALCAN

When independence accelerates growth

A FEW WORDS FROM

MARTIAL LECAT

CHAIRMAN AND CEO OF SAFIC ALCAN

Our relationship with EMZ began in 2007 and Safic Alcan’s managers adhered enthusiastically to the new deal structure, which enabled several hundred managers and employees to take control of the company at the beginning of 2015. This project has boosted staff motivation around a shared goal and the deal was very well received by our customers and trade partners. This is clearly illustrated by the recent acceleration in our growth.

03. OROLIA GROUP

Rolling-out a strategic vision

A FEW WORDS FROM

JEAN-YVES COURTOIS

CHAIRMAN AND CEO OF GROUPE OROLIA

In just ten years, Orolia has become the world leader in positioning, navigation and timing solutions for critical applications. The success of such a strategy of growth through acquisitions depends on the ability to find the right financial partners for implementing it. Thanks to its close support and responsiveness, EMZ has contributed greatly to this success, while enabling us to limit the opening up of our capital.

04. ATALIAN

Completing a seminal acquisition while conserving the company’s independence

A FEW WORDS FROM

FRANCK JULIEN

CHAIRMAN AND CEO OF ATALIAN

The takeover of VPNM in 2009 was a major step forward in the group’s development, doubling its size. By ensuring that the family continued to have very majority control of the capital, the €90 million bond financing arranged by EMZ was the corner stone of the financing for this deal.

05. ENTREPRENEURS SUCCESS STORIES

CEVA SANTÉ ANIMALE

Born as a spin-off from the Sanofi group in 1999, Ceva has expanded steadily ever since thanks to a team of top-ranking manager-entrepreneurs. With operations now spanning 110 countries, this French mid-tier company has achieved doubledigit growth each year since inception through a combination of organic growth and targeted acquisitions.

Ceva Santé Animale currently ranks among the top ten animal health companies worldwide, operating in the pets and livestock sectors.

Ceva & EMZ

EMZ has supported Ceva since 1999 on the occasion of its first two LBOs led by PAI Partners and Industry Kapital.

After two successfull LBOs, Ceva became independent in 2007. EMZ actively contributed to the structuration of a deal enabling the Management to acquire the majority of the capital. EMZ invested €75 million, raised to €100 million to finance acquisitions.

This deal crowned the success of the company and of its management team by weaving the company’s enterprise spirit into its ownership structure. The staff’s involvement in the ownership structure, with more than 800 management staff owning shares, has become a management tool as well as an element of motivation.

In 2014, EMZ once again showed its confidence in the management team by reinvesting as part of an expanded financing round including investors from Asia.

SAFIC ALCAN

Safic Alcan is a leading European player in the distribution of specialty chemicals used to manufacture synthetic rubbers, coatings, pharmaceuticals and cosmetics. The company distributes the products of  circa 70 suppliers to over 3000 clients across the world.

Safic Alcan’s tremendous development has been fuelled by steady organic growth, the launch of a private label offer as well as targeted acquisitions enabling the group to strenghten its geographical footprint.

Safic Alcan & EMZ

EMZ’s relationship with Safic Alcan dates back to 2007 when it financed the LBO led by Parquest. The close ties built up with the management enabled EMZ at the end of 2014 to construct an alternative solution to the majority buy-outs the company had experienced up to then. The three top managers, Martial Lecat, Philippe Combette and Jean-Michel Guyon, together with 300 employees became majority shareholders of the group alongside EMZ and Sagard.

Gaining its independence galvanized the energy within the group, boosted staff motivation and facilitated integration of acquisitions. At the same time, it provided a guarantee of stable share ownership, thereby reassuring customers and trading partners.

OROLIA

Orolia is an electronics group specialized in positioning, navigation and timing devices and systems for critical applications. The group was born as a spin-off of the Temex group’s high-precision electronics activities and is led by Jean-Yves Courtois since 2006

Starting out with sales of €12 million, Orolia acquired and integrated no fewer than five companies in Europe and three in the United States between 2006 and 2014.

Just ten years after its creation, Orolia now generates sales of nearly €100 million and ranks among the global leaders in its various businesses. With ten subsidiaries worldwide and sales operations in over 100 countries, Orolia is firmly focused on international activities, which account for 90% of its sales.

Oriolia & EMZ

Orolia needed a strong financial partner capable of supporting its industrial project over the long term. Convinced by Jean-Yves Courtois’s vision, and just after the company had acquired Spectracom, in early 2008 EMZ arranged €8 million of bond financing to finance the next acquisitions.

In 2012, after the group had already completed five acquisitions and tripled its sales, EMZ once again showed its  confidence in the management team by committing to a new financing round for €12 million

ATALIAN GLOBAL SERVICES

Atalian ranks among the leading cleaning and adjacent services providers in Europe with 25 000 clients and 90 000 employees. Since 1999, the group is managed by Franck Julien, grandson of the company’s founder.

Atalian & EMZ

In 2009, when the group, the then sixth largest operator in France, had the possibility of simultaneously taking over two competitors arose, Mr. Julien knew that it was his chance to change the group’s destiny.

However attractive the project was, the main issue was to preserve the company’s independence. EMZ came up with a solution, structured in the form of private bond financing for €90 million, that enabled the family to retain majority control of the capital and keep its independence.

With these acquisitions, the group – renamed Atalian – increased its sales to €1 billion and doubled its profitability.

  • BIOGROUP

    In medical biology, the emergence of leading companies requires two fundamental conditions. The first is the ability to carry out structuring external growth operations in order to benefit from economies of scale. The second is the maintenance of extensive capitalist control by biologists.

    The financing arranged by EMZ in 2015 enabled me to reconcile these two imperatives, since I was able to retain control of more than 90% of the group, while doubling in size. Biogroup thus became the third group of routine analytical laboratories in France, the first of which was predominantly controlled by a biologist.

  • MY MEDIA GROUP

    We regained our independence in October 2015 by buying back the shares held by the Dzeta Conseil fund thanks to the financing provided by EMZ. Our independence is the guarantor of our agility and our rapidity of reaction against very large industrial companies. We experienced this recently when Synodiance, a major SEO company in France, was bought out, and thanks to the responsiveness of EMZ and their financial support we were able to complete the transaction in a very tight calendar.

  • SAFE

    EMZ, present for 9 years, has been an exceptional companion on our journey, whose action at the heart of the crisis has been decisive. They have acted as a true partner on our side, not exclusively as a financial investor.

  • UBIQUS

    The interaction with EMZ, during the purchase process, as well as in the life of the operation, focuses on the key elements that can make a difference. EMZ’s efficiency and pragmatism, combined with their financial resources, make them the right partner to conduct the acquisitions policy we wish to pursue.

  • MONT BLANC MATERNE

    The development of the group in the USA is the main strategic approach of the LBO in progress. In this framework, we raised additional financings to engage in necessary industrial and commercial investments. EMZ has been a decisive financial partner in this context, stepping in twice in a pragmatic and reactive manner, allowing the management team to remain focused on operational issues.

  • GROUPE BERTRAND

    For a family-owned group like mine, having a financial partner capable of accompanying me in the long term, both for shareholder reorganization operations and for the most structuring external growth project, is fundamental.
    For the past 5 years, EMZ has taken action on three occasions : first, during the LBO operation I organized at the end of 2011; then in 2013 to finance the development of the Burger King brand, of which I had just obtained the master franchise for France; and recently as the cornerstone of the financing of the purchase of 400 Quick restaurants in France, which will allow us to accelerate our development considerably.