GINGER - THE GROUP > Milestones

1997	The point of departure

1999	GINGER bought the Sechaud & Bossuyt company

2000	Ginger Telecoms established

2001	Listed on the Euronext Paris Second Market on 21 November 2001. With the capital raised, Ginger launches a major acquisition strategy.

2002	Ginger bolsters its construction, environment, and telecommunications businesses by pursuing its acquisition policy.

2003 2004	Thanks to the acquisitions it has made, the Group doubles in size, becoming one of the leading service providers on the infrastructure engineering market.

2005	To modernise its governance model, Ginger opts for a change in legal status, becoming a French Société Anonyme with an Executive Board and Supervisory Board in June 2005.

2006	The year 2006 is marked by the launch of the Progress Plan. The Group continues to pursue organic growth, increase profitability, and improve its capital structure.

2007	Ginger marks a new step in its expansion as it restructures into three business units (Expertise Studies, Engineering, and Turnkey Systems and Maintenance) and one division (Telecommunications).

1997 - The point of departure.

In June 1997, Jean-Luc Schnoebelen, founder of the GINGER group, bought CEBTP (Centre d'Expertise du Bâtiment et des Travaux Publics) from the Fédération Française du Bâtiment.

1999 - GINGER bought the Sechaud & Bossuyt company

To complete the CEBTP offer in the field of building and civil works engineering, GINGER bought the Sechaud & Bossuyt company and its subsidiaries in November 1999.

2000 - Ginger Telecoms established…

Careful consideration and market analysis by the GINGER management resulted in the creation of GINGER Telecoms, initially called "Sechaud & Bossuyt Technologie" in March 2000, a company specialised in telecommunication networks engineering.

2001 - Introduction on the Euronext Paris second market on 20 November 2001.

Having successfully raised funds, GINGER entered a far-reaching external acquisition policy phase in 2001 that saw the purchase of:

SIEE (Société d'Ingénierie pour l'Eau et l'Environnement), a hydrology and environmental appraisal specialist,
LBTP (Laboratoire des Travaux Publics) in New Caledonia, a company working on large sites and specialised in soil and rock mechanics, as well as the engineering and inspection of all constructions,
Parera, the second largest cartography company in France,
CEISAM (Centre d'Expertise et d'Ingénierie Système Accès Multimédia), an expertise and consultancy company specialised in broadband access systems.

2002 - Reinforcement of its three Construction, Environment and Telecoms divisions by pursuing a strong external development policy.

Acquisition of the following companies:

LTPP (47% ownership) - (Laboratoire des Travaux Publics de Polynésie), resulting in the Group's positioning in the Pacific being reinforced,
Camusat, grouping together 12 companies established in France and abroad, specialised in the installation of telecommunication infrastructures,
CIDES, specialised in the maintenance and operation of top of the range communications systems (VDI interconnection),
Soproner, specialised in hydrological studies in New Caledonia,
SPI INFRA, an engineering company specialised in road and rail infrastructures, urban development, urban and waterway hydraulics, the environment and civil engineering,
SOLEN, a renowned expert in the field of geotechnical engineering, analysis and testing of materials and works, and environmental assessments,
LEM, specialised in the fields of water, air, soils and materials,
ATM, a consultancy company specialised in providing expertise and carrying out tests on building envelopes (elevations, glazing, acoustics, thermal performance, etc.).

2003 / 2004 - These acquisitions resulted in the group doubling in size to become one of the main players in the infrastructure engineering and environmental planning market.

Following on from this external growth phase, 2003 saw GINGER begin restructuring measures.

The operational integration of these acquisitions saw a number of major developments:

The operational merger of CEBTP and SOLEN resulted in the creation of the largest geotechnical division in France, with 11% of the market share.
The legal simplification of its organisation tree.
The transfer of non-strategic assets from within CEBTP, with the inspection and safety activity being transferred in 2004 and the LEM in 2005.

2005 - Galvanised by the need to provide itself with a modern management structure, GINGER opted to dissociate its management and inspection bodies and adopt the form of a joint stock company with a board and board of trustees in June 2005.

Under the guidance of the board and in accordance with the recommendations of the board of trustees, six priorities were set within the scope of the 2005-2007 advancement programme:

Priority given to internal growth for each of the businesses included in the construction, environment and telecoms divisions.
Improvement of operational profitability.
Strategic review of activities.
Improvement of the capital structure.
Development and enhancement of the human capital.
Better operational management of the group.

2006 - 2006 saw the application of the advancement programme. As a result, the group continued to develop its internal growth, increased its operational profitability and improved the capital structure.

A large number of actions were carried out to revitalise and enhance the Group's human resources: the GINGER school, organisation of integration days, Olympics, think tank seminars within the framework of the "Club des 120", and so on. In addition, the Group also pursued its efforts to develop social harmonisation: group procedures, a single collective agreement and social protection.

To improve the Group's operational management, the directors of the Group's four divisions were incorporated into the board. In addition, the preparatory works, carried out by an executive committee, comprising the board members, the director of human resources and the director of communications, are used to assist the board in its decisions and ensure that synergies are developed within the Group.

2007 - Ginger marks a new step in its expansion as it restructures into three business units (Expertise Studies, Engineering, and Turnkey Systems and Maintenance) and one division (Telecommunications).

This new, cross-functional structure will make the Group's operations more efficient, enable it to exploit synergies, and give project managers the means to finish projects more quickly by drawing from complementary skills across the organisation.

Ginger's consistent efforts over the past several years have successfully improved its balance sheet health, enhanced its operating profitability, and fuelled its growth.

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