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Munich,September18,20022002annualpressconferencePartI:2001/2002operatingresultsIndexA.2001:ArecordyearforRolandBergerStrategyConsultantsB.2002:StrongperformancedespiteadifficultmarketenvironmentC.ThefivesuccessfactorsofRolandBergerStrategyConsultants32001:ArecordyearforRolandBergerStrategyConsultantsA.RolandBergergrewmorethanthreetimesfasterthanthemarketin2001...Avge.Growthoftop50consultingcompaniesin2001GrowthofRolandBergerin20013-5%16%...weoutperformedthemarketyetagain...1....aswehavebeendoingconsistentlyforyearsRevenues[EURm]Ourclientsrewardourcontributiontotheirsuccess!RolandBergerConsultingmarket(1995=100)+16%+11%p.a.168199519319962351997273199834019994332000+20%p.a.20015042.Internationally...Revenuegrowth1999-2001[%p.a.]USA+76%+30%W.Europe./.GERCEE+24%Asia+68%LatinAmerica+11%...RolandBergerisafront-runnerandawinnerintheglobalizationtrend3.76%57%ConsultantsareworkingforRolandBerger'sinternationalclients...2001share[%]Salesfromclientsoperatingglobally/internationallySalesfromdomesticclientsoperatinginthedomesticmarketInternationalconsultantsof35nationalitiesConsultantsfromGermany43%24%76%...in32officesin22countriesacrosstheglobe!57%36.778.313.464.914.664.612.452.2TheRolandBergerbalancesheetasofDecember,2001*–solventandfinanciallysound*)FinancialstatementauditedbyKPMGAssetsEURm%LiabilitiesEURm%FixedassetsCurrentassets•Workinprogress•Cash,bank,securities•Accountsreceivable•OtherassetsTotal31.4162.811.965.076.29.7194.216.283.86.133.539.25.0100.0CapitalstockAccruals•Pensions•OtherAdvancesAccountspayable•A/Pgoodsandservices•Other(esp.taxes)Total194.218.940.36.933.47.533.36.426.9100.0Withprofitsgrowingataboveaverage!4.RolandBerger'sconsultants:thekeytooursuccess...48019959697989923425335040042920004728289371,1041,2041,3415946847548049121,5101,038ServicesConsultants20011,1701,6505.Staff…throughtheirextraordinaryvalueaddedRevenueperconsultantin2001[EUR'000]280309360411430457480ArthurD.LittleBostonConsultingGroupBain&CompanyBoozAllenHamiltonATKearneyRolandBergerMcKinseyHighacknowledgementbyourclients!RolandBergerconsultantsarehighlyeducated,withadiverserangeofbackgrounds…Consultantsbycourseofstudyanddegree*)Law,naturalsciences,medicine,psychology,etc.8%40%52%EconomicsOther*Naturalsciences/engineering16%16%20%48%Ph.D.UniversitydegreeMBADualuniversitydegreeCourseofstudyDegree...butaboveall,theyareprofessionalandhavepersonalityandcharacter...…thatfacilitatetheirinterdisciplinaryteamwork...withinanopenCompetenceCenterorganizationthatleavesplentyofroomforspecializationAutomotiveChemicals/OilConsumerGoods/RetailEngineeredProducts/HighTechFinancialServicesInfoComPharma/HealthcarePublicServicesTrans-portationUtilities/Envi-ronmen.Serv.FUNC-TIONALCCINDUSTRYCCCorporateStrategyCorporateFinanceOperationsStrategyCorporateManagement/HRMarketing/Sales/BrandingIT-StrategyConsultantteamsConsultantteamsConsultantteamsConsultantteamsConsultantteamsConsultantteamsConsultantteamsConsultantteamsConsultantteamsConsultantteamsConsultantteamsConsultantteamsCorporateRestructuringWecoverallrelevanttop-managementissuesCreativestrategiesthatwork51%25%12%12%CorporateStrategy(incl.CorporateFinance,Restructuring,ManagementOrganization)OperationsStrategyMarketing/SalesITStrategyRevenuestructurebyfunction2001[%]MorethanEUR90m–or18%ofrevenues–wasinvestedinknowledgeandinnovationin2001(1)AcademicNetworkPh.D.andMBAProgram6.ProductdevelopmentCooperationwith16universitychairsinbusiness/economicsJointproductandissuedevelopmentFurthereducationforourconsultantsandconsultingfeedbackforacademiaSabbaticalstoobtainadditionalqualifications(paidleave)Intensiveknowledgetransferbetweenacademia,consulting,andpracticeGrowthstrategiesCorporaterestructuringBrandingCRM(ClientRelationManagement)MorethanEUR90m–or18%ofrevenues–wasinvestedinknowledgeandinnovationin2001(2)Focus:EuropeanmanagementObjective:Developing/promotinginnovativemanagementconceptsChairine-businessandinformationtechnologyatINSEAD,FontainebleauChairforinnovativeITbusinessmodelsattheTechnicalUniversityofMunichChairinentrepreneurshipattheBrandenburgUniversityofTechnologyCottbusKnowledgetransferbetweenacademia,consulting,andpractice6.Keytoourclients'successandourconsultants'personaldevelopmentEndowedchairsRolandBergerFoundation162002:StrongperformancedespiteadifficultmarketenvironmentB.Thedifficultmarketformanagementconsulting…Stagnatingdemandforconsultingservicesin2001/2002–Demandforconsultingfollowstheglobaleconomiccycle–Greatercompetitionforremainingassignments–Pressureonprofessionalfeesincreasingdemandforsuccessfees–Layoffs,especiallyamongUSandUKconsultantsConsultingqualityincreasinglybecomingakeysuccessfactor–Theimageofmanagementconsultancyisunderscrutinyasaresultofpooradvice(Enron,K-Mart,Swissair)–Clientsrewardconcretevaluecreation,branding,professionalism,andworkethic1....isnotexpectedtorecoverbeforemid-2003......andachieveanewexcellentresult!!…butRolandBergerStrategyConsultantswillcontinuetogrowfasterthanthemarketin2002…Growthratesin%2002forecast2.RolandBerger2002figures(fo