HeadFirst Group en Impellam Group bundelen krachten

3 reacties op dit bericht

1. Met Julia Robertson als ceo van de combined group heeft het de schijn van ‘reversed take over’ . Hoop dat de group strategy vooral door Headfirst geleid zal worden, zij hebben immers vanuit strategisch oogpunt Impellam overgenomen. Met Han Kolff als chairman is dit min of meer geborgd lijkt me.

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2. https://headfirst.group/en/takeover/

   Wat mij aanspreekt is de transparantie alle stukken kan een ieder van leverancier tot medewerker lezen. Ik schrok even van de voetnoot bij de cijfers. Maar nu de overname doorgaat zal de vlucht voorwaarts Coface wel aanstaan. Immers alle marge gaat middels rente naar Coface.

   Ik hoop dat Atos niet failliet gaat. Ook een belangrijke klant dacht ik van de groep.

   (1) As of 30 Sep 2023, long-term financial liabilities comprises of loan from Kartesia (€68.3 million) to finance various acquisitions, lease liabilities (€10.1 million), COVID-related facility for delayed tax payments (€13.5 million) and a vendor loan (€7.7 million), which is expected to be settled upon completion of the contemplated transaction;
   (2) Liabilities to finance institutions represents a portion of the liabilities under HeadFirst’s Receivables Purchase Agreement (RPA) with Coface, under which HeadFirst trade receivables and GIV to be invoiced balances are sold to Coface on a non-recourse basis. The total facility was increased from €150 million to €190 million in July 2022. As of 30 September the facility was fully utilised. The portion included on the balance sheet related to financing based on GIV to be invoiced. The remaining portion up to the total amount is structured as non-recourse factoring of receivables, which are not included in trade receivables on the HeadFirst balance sheet, and the amounts received reflected in cash and cash equivalents, and not included as a liability on the balance sheet;
   (3) Pro forma consolidated balance sheet for FY ended 31 December 2021 does no include acquisition accounting adjustments for the transactions completed in 2022, which are not applied retroactively, resulting in the negative book value of equity as of 31 December 2021. FY balance sheet for FY ended 31 December 2022 includes the acquisition accounting adjustments.

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   • Als Koen en Boyd nu gaan doen wat de intentie was en niet volledig opgaan in Tech dan kan het nog zeker wel wat moois worden. Voor hun heb ik onderstaande samenvatting gemaakt. Weliswaar in het Engels.

     Management Summary: The Unintended Consequences of Technological Advancements on Businesses

     Since the advent of robotics in the 1970s, technological advancements have promised increased efficiency and cost savings for businesses. However, history has shown us that sometimes these advancements can have unintended consequences, leading to inefficiencies and challenges for organizations.
     In the 1970s, the introduction of robots in production facilities was seen as a revolutionary way to reduce labor costs and improve productivity. However, the relentless operation of these robots, coupled with mismanagement, led to the accumulation of unfinished products within companies. This phenomenon, beautifully depicted in “The Goal,” highlighted a crucial management principle: a production line cannot operate faster than its slowest component. As a result, many consultancy firms emerged to reorganize companies and prevent bankruptcies.

     One common solution was to optimize the operation of robots to align with the demand for semi-finished goods, reducing excess inventory and improving cash flow.

     Fast forward to the 1990s and the rise of the internet transformed the recruitment landscape. Traditional methods of advertising vacancies in newspapers became obsolete, replaced by online job boards. Initially, this shift seemed advantageous, offering a broader reach and lower costs.

     However, the proliferation of job websites has created a fragmented ecosystem, leaving both employers and job seekers overwhelmed. Employers struggle to find suitable candidates amidst the vast array of platforms, while job seekers face difficulty navigating through numerous listings.

     Moreover, the transition to online job postings has led to the inflation of job descriptions and unrealistic expectations from employers. Candidates are often deterred by lengthy job postings seeking the “perfect” candidate, resulting in fewer applications. Additionally, the requirement for candidates to register on multiple platforms and complete numerous application forms has created frustration and disillusionment among job seekers.

     The latest trend in recruitment is the adoption of chatbots as recruiters, further distancing the human element from the hiring process. However, amidst these challenges lies a simple solution: the implementation of a centralized e-portfolio system accessible to all job seekers, managed perhaps by governmental agencies such as municipalities or employment offices.

     This system would allow individuals to maintain anonymized profiles, mitigating discrimination based on age or background. Employers could then search this database for potential candidates and express interest, allowing job seekers to decide whether to share their full profile.
     In conclusion, while technological advancements have undoubtedly revolutionized industries, it is essential to recognize and address the unintended consequences they may bring.

     By leveraging technology responsibly and incorporating human-centric solutions, businesses can navigate these challenges and create a more efficient and equitable environment for both employers and job seekers alike.

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