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Creation and design:

www.damart.co.uk

www.damartex.recrutement.com

If you would like to find out about jobs available at Damartex UK, go to www.damart.co.uk. With just a few clicks you can see the latest vacancies, send in an application or simply enquire about future job opportunities. The website also tells you more about Damart, its brands and the products we sell.

If you would like to find out more about jobs in Damartex France go to the recruitment website www.damartex-recrutement.com, where you can reply to a job offer, send in an application, or sign up for a “job alert” to be informed by email of the latest job offers that match your profile. The website also presents the Group, is brands and businesses for which it mainly recruits.

For more information contact our recruitment team at: ukhrrecruitment@damart.com

For more information, contact the french recruitment team at: contact@damart.com

For more information: www.damartex.com

at Damartex Another look

Photos: Damartex - All rights reserved - Printed on recycled paper - September 2011

2 websites to find jobs availabe in the Damartex Group, 1 signature “Well-being is in fashion. Treat Yourself, join the Damartex group”


Everyone has their own “Damartex” Some customer profiles: At 55, the new senior is active, buys differently because she uses the Internet, but is very demanding. Growing up in the fifties, she wants to enjoy herself while often going for essentials (simplicity, comfort). Above all, she wants to wear today’s fashions, because

Today’s women want more than ever to be beautiful, stylish, attractive, but not at the expense of comfort. This is also true for senior customers, for whom Damartex is THE specialist, and which offers products exclusively designed for them. The Damartex strategy is based primarily on its excellent market knowledge and customer base: all women aged 55 to 85 and over.

she is still young! At 65, she enjoys life and has more free time because she is retired. She takes advantage of the time found to travel, play sports, and enjoy her leisure. She requires clothing suited to her activities and her bodyshape, which is gradually changing. After 75, the “real seniors” only buy products designed for them, often depending on their state of health.

In an exploding market (expected to rise 30% in the next 20 years) and which now represents 150 million senior citizens in Europe, Damartex offers products tailored to each customer segment, using several brands. Its ambition is to become the European leader in creating and distributing products for the seniors market. To meet the needs of each of the senior segments, managing a range of brands is the cornerstone of the Damartex strategy.

On the look out for contacts, relationships play a part in the act of buying... This is the fastest growing customer segment: 57% growth expected by 2030.

Demographic growth in Europe 2050 forecast

2050 forecast

Age

85+ 80 75 70 65 60 55 50 45 40 35 30 25 20 Situation in 2009 15 10 5 0 5

4

MEN

WOMEN

Situation in 2009

3

2

1

0

1

2

3

4 5 In millions

Source: Eurostat

Another look at Damartex

Multi-channel strategy

3


Everyone has their own “Damartex” Some customer profiles: At 55, the new senior is active, buys differently because she uses the Internet, but is very demanding. Growing up in the fifties, she wants to enjoy herself while often going for essentials (simplicity, comfort). Above all, she wants to wear today’s fashions, because

Today’s women want more than ever to be beautiful, stylish, attractive, but not at the expense of comfort. This is also true for senior customers, for whom Damartex is THE specialist, and which offers products exclusively designed for them. The Damartex strategy is based primarily on its excellent market knowledge and customer base: all women aged 55 to 85 and over.

she is still young! At 65, she enjoys life and has more free time because she is retired. She takes advantage of the time found to travel, play sports, and enjoy her leisure. She requires clothing suited to her activities and her bodyshape, which is gradually changing. After 75, the “real seniors” only buy products designed for them, often depending on their state of health.

In an exploding market (expected to rise 30% in the next 20 years) and which now represents 150 million senior citizens in Europe, Damartex offers products tailored to each customer segment, using several brands. Its ambition is to become the European leader in creating and distributing products for the seniors market. To meet the needs of each of the senior segments, managing a range of brands is the cornerstone of the Damartex strategy.

On the look out for contacts, relationships play a part in the act of buying... This is the fastest growing customer segment: 57% growth expected by 2030.

Demographic growth in Europe 2050 forecast

2050 forecast

Age

85+ 80 75 70 65 60 55 50 45 40 35 30 25 20 Situation in 2009 15 10 5 0 5

4

MEN

WOMEN

Situation in 2009

3

2

1

0

1

2

3

4 5 In millions

Source: Eurostat

Another look at Damartex

Multi-channel strategy

3


An emblematic brand Founded in Roubaix in 1953, Damart is now the Senior market leader in France, thanks in particular to the reputation of its Thermolactyl. With a prompted awareness rating of 98%, the Damart brand is definitely known to the majority of people. It wins people over with an excellent price / quality ratio, enjoys a significant level of confidence, but is also appreciated for its chain of shops and the choice available in its collection. Its customers are loyal and span many generations, from baby boomers to active seniors.

QUADRI C0 M97 J100 K0 :

A brand that is a symbol of innovation at Damart for nearly 60 years, with more than 4 million items sold each year.

Damart is constantly adjusting its collections to inspire fun, vitality, innovation and care through its products and its customer relationships. To offer style and comfort, the new collections offer “trendy” styles, using materials with a sensual touch,... ready-to-wear that’s full of innovation with such brands such as “Océalis” (refreshing action), “Lineastyl” (moisturising or slimming) and “Climatyl” (protection against the ever-changing weather). Damart is to be found in France, the UK, Belgium, Luxembourg, Switzerland and the United States, and also has partnerships in Australia, Cyprus and Spain to distribute its products.

Another look at Damartex

In mail order, as in shops, sales consultants help customers with their choice.

The range of brands

5


An emblematic brand Founded in Roubaix in 1953, Damart is now the Senior market leader in France, thanks in particular to the reputation of its Thermolactyl. With a prompted awareness rating of 98%, the Damart brand is definitely known to the majority of people. It wins people over with an excellent price / quality ratio, enjoys a significant level of confidence, but is also appreciated for its chain of shops and the choice available in its collection. Its customers are loyal and span many generations, from baby boomers to active seniors.

QUADRI C0 M97 J100 K0 :

A brand that is a symbol of innovation at Damart for nearly 60 years, with more than 4 million items sold each year.

Damart is constantly adjusting its collections to inspire fun, vitality, innovation and care through its products and its customer relationships. To offer style and comfort, the new collections offer “trendy” styles, using materials with a sensual touch,... ready-to-wear that’s full of innovation with such brands such as “Océalis” (refreshing action), “Lineastyl” (moisturising or slimming) and “Climatyl” (protection against the ever-changing weather). Damart is to be found in France, the UK, Belgium, Luxembourg, Switzerland and the United States, and also has partnerships in Australia, Cyprus and Spain to distribute its products.

Another look at Damartex

In mail order, as in shops, sales consultants help customers with their choice.

The range of brands

5


More modern The new senior woman is active, dynamic, living life to the full. On the lookout for items that will take her fancy, she makes a statement that her way of dressing is different to that of her mother, which she considers too old-fashioned and with which the Damart image is often linked. Happy D by Damart is made for her! Without being “at the forefront of fashion”, Happy D by Damart presents a fashionable collection that uses smart materials. This new brand, which benefits from the Damart guarantee of quality, offers a more contemporary product line, with unbeatable comfort, an alternative to the more classic Damart range. This collection was created in 2011 and is only available in stores (in France and Belgium). These shops, with a much more modern look, are situated in prime locations.

More dynamic A product line for sports and well-being: Damart Sport makes an effort to combine all the technological innovations of Damart into these products, with a styling and finishing touches that makes all the difference. The result: • Océalis textiles with breathable fibres to remove perspiration; • Climatyl fabrics that constantly regulate the temperature of your body; • Amortyl shock absorbing footwear that ensures extreme comfort when walking; • Not to forget Thermolactyl, which provides the warmth required during the coldest weather. The Damart Sport brand was created in 2008 and distributes its products in stores (France and Belgium) over the Internet and through mail order.

Another look at Damartex

The range of brands

7


More modern The new senior woman is active, dynamic, living life to the full. On the lookout for items that will take her fancy, she makes a statement that her way of dressing is different to that of her mother, which she considers too old-fashioned and with which the Damart image is often linked. Happy D by Damart is made for her! Without being “at the forefront of fashion”, Happy D by Damart presents a fashionable collection that uses smart materials. This new brand, which benefits from the Damart guarantee of quality, offers a more contemporary product line, with unbeatable comfort, an alternative to the more classic Damart range. This collection was created in 2011 and is only available in stores (in France and Belgium). These shops, with a much more modern look, are situated in prime locations.

More dynamic A product line for sports and well-being: Damart Sport makes an effort to combine all the technological innovations of Damart into these products, with a styling and finishing touches that makes all the difference. The result: • Océalis textiles with breathable fibres to remove perspiration; • Climatyl fabrics that constantly regulate the temperature of your body; • Amortyl shock absorbing footwear that ensures extreme comfort when walking; • Not to forget Thermolactyl, which provides the warmth required during the coldest weather. The Damart Sport brand was created in 2008 and distributes its products in stores (France and Belgium) over the Internet and through mail order.

Another look at Damartex

The range of brands

7


A matching brand Afibel offers its senior customers a product range that combines fancy details with elegance, which is regularly updated throughout the season. An Afibel customer is very loyal and appreciates the quality of service and promotional material she is sent. Its sales positioning features: • quality products with a good price / quality ratio • a special style recognised by customers • products with a wide range of sizes Afibel is the brand of choice for many older customer; it’s a specialist in the ready-to-wear market and offers products that combine comfort with a good fit. Afibel was founded in 1978, and was bought from the Arcandor Group in July 2009. By increasing its range of brands, Damartex is expanding what it has to offer seniors, whilst retaining what is special and unique about Afibel. The company has offices in France (based in Villeneuve d’Ascq in the North), Belgium and the UK.

Afibel head office

Another look at Damartex

A collection offered exclusively through mail order and the web.

The range of brands

9


A matching brand Afibel offers its senior customers a product range that combines fancy details with elegance, which is regularly updated throughout the season. An Afibel customer is very loyal and appreciates the quality of service and promotional material she is sent. Its sales positioning features: • quality products with a good price / quality ratio • a special style recognised by customers • products with a wide range of sizes Afibel is the brand of choice for many older customer; it’s a specialist in the ready-to-wear market and offers products that combine comfort with a good fit. Afibel was founded in 1978, and was bought from the Arcandor Group in July 2009. By increasing its range of brands, Damartex is expanding what it has to offer seniors, whilst retaining what is special and unique about Afibel. The company has offices in France (based in Villeneuve d’Ascq in the North), Belgium and the UK.

Afibel head office

Another look at Damartex

A collection offered exclusively through mail order and the web.

The range of brands

9


La Maison du Jersey was set up in 1981 as a rather “up-market” ready-to-wear brand for women whose average age is around 70 and who are seeking products that combine both quality and elegance. These affluent customers, who usually live in rural areas, find styles they prefer in the catalogues and on the website. The brand is available in France, Belgium and the UK.

Delaby was set up in 2007 by Afibel, and distributes well-being and beauty products with a good quality / price ratio positioning. The average age of customers is 72. The products are sold in France exclusively through mail order.

4 markets with potential

Jours Heureux which was founded in 1978, provides gourmet specialties (both sweet and savoury) from French regional producers, which it distributes in France by mail order to senior customers, who enjoy the traditional recipes. The Jours Heureux customer is generally more affluent and lives in the country.

Couv et sommaire_210 26/07/10 11:20 Page2

Catalogue

JH.CAT/06.10/003094

CRÉATION : MARICHEZ - KORPIUN - 03 20 19 51 40

2010 - 2011

Sédagyl was founded in 1992 and offers a highly varied range of products to help older seniors maintain their independence (the average customer age is 80). Price positioning is based more upon quality. The products are sold in France, Belgium and the UK, exclusively through mail order and the web.

www.joursheureux.fr

Another look at Damartex

The range of brands 11


La Maison du Jersey was set up in 1981 as a rather “up-market” ready-to-wear brand for women whose average age is around 70 and who are seeking products that combine both quality and elegance. These affluent customers, who usually live in rural areas, find styles they prefer in the catalogues and on the website. The brand is available in France, Belgium and the UK.

Delaby was set up in 2007 by Afibel, and distributes well-being and beauty products with a good quality / price ratio positioning. The average age of customers is 72. The products are sold in France exclusively through mail order.

4 markets with potential

Jours Heureux which was founded in 1978, provides gourmet specialties (both sweet and savoury) from French regional producers, which it distributes in France by mail order to senior customers, who enjoy the traditional recipes. The Jours Heureux customer is generally more affluent and lives in the country.

Couv et sommaire_210 26/07/10 11:20 Page2

Catalogue

JH.CAT/06.10/003094

CRÉATION : MARICHEZ - KORPIUN - 03 20 19 51 40

2010 - 2011

Sédagyl was founded in 1992 and offers a highly varied range of products to help older seniors maintain their independence (the average customer age is 80). Price positioning is based more upon quality. The products are sold in France, Belgium and the UK, exclusively through mail order and the web.

www.joursheureux.fr

Another look at Damartex

The range of brands 11


The power of multiple channels

Catalogue

Country specific: Countries may have very different business plans based on customer behaviour. Thus, nearly 90% of UK customers prefer to make their purchases by mail order.

Multiple channels are central to Damartex’s strategy. By offering products through mail order, the internet and

In Belgium, shops are preferred as 90% of Belgian customers appreciate direct contact when making their purchases.

in shops, the idea is to leave the choice to the customers so that we fit in with their preference and lifestyle. Three more channels, that

In France the breakdown is 54% in mail order and 39% in shops. The Internet represents 7% of sales in France.

complement each other, and are tailored to each brand and its strategic plan. The result is an all-round relationship with the customers.

The Damartex business model is unique in its balance between the various channels

Development of Damartex stores and forecasts 200 190 180 170 160 150 140 130 120 -

Another look at Damartex

Objectif 20014-2015

Objectif 20013-2014

Objectif 20012-2013

2011-2012

2010-2011

2009-2010

2008-2009

100 -

2007-2008

110 -

Damartex has four call centres in Europe

The Damartex strategy: Relies heavily on the multiple channel approach, particulary well developed for the Damart brand. Beyond the advantage of an all-round relationship with the customers, multiple channels provide real advantages for balancing cash flow in the business model: • The Retail Channel is capital intensive (decentralised stock and large Capex in shops), with a lighter central structure (among other things in IT). • The mail order Channel (mail order and Internet) has a lesser need for capital (stock is centralised, while Capex is largely limited to logistics and IT) and often has a heavier central structure. Joint development of these channels provides Damartex with balance, allowing it to increase its return on capital invested.

This is the historical link that the Damartex brands have had with their customers over many years in France, the UK, Belgium, Luxembourg and Switzerland. The catalogue is a powerful and dynamic tool in the market. This represents 72% of the turnover for all the group’s brands.

Shops 150 points of sale in Europe (mainly in France and Belgium). Target within 4 years: 200 shops and bring points of sale into town centres. The chain of shops accounts for 25% of sales.

Internet While this sales channel is the smallest in terms of turnover (4%), it is enjoying the strongest growth, as customers are increasingly comfortable with the technology. The Damartex group manages 12 websites across Europe.

The power of multiple channels 13


The power of multiple channels

Catalogue

Country specific: Countries may have very different business plans based on customer behaviour. Thus, nearly 90% of UK customers prefer to make their purchases by mail order.

Multiple channels are central to Damartex’s strategy. By offering products through mail order, the internet and

In Belgium, shops are preferred as 90% of Belgian customers appreciate direct contact when making their purchases.

in shops, the idea is to leave the choice to the customers so that we fit in with their preference and lifestyle. Three more channels, that

In France the breakdown is 54% in mail order and 39% in shops. The Internet represents 7% of sales in France.

complement each other, and are tailored to each brand and its strategic plan. The result is an all-round relationship with the customers.

The Damartex business model is unique in its balance between the various channels

Development of Damartex stores and forecasts 200 190 180 170 160 150 140 130 120 -

Another look at Damartex

Objectif 20014-2015

Objectif 20013-2014

Objectif 20012-2013

2011-2012

2010-2011

2009-2010

2008-2009

100 -

2007-2008

110 -

Damartex has four call centres in Europe

The Damartex strategy: Relies heavily on the multiple channel approach, particulary well developed for the Damart brand. Beyond the advantage of an all-round relationship with the customers, multiple channels provide real advantages for balancing cash flow in the business model: • The Retail Channel is capital intensive (decentralised stock and large Capex in shops), with a lighter central structure (among other things in IT). • The mail order Channel (mail order and Internet) has a lesser need for capital (stock is centralised, while Capex is largely limited to logistics and IT) and often has a heavier central structure. Joint development of these channels provides Damartex with balance, allowing it to increase its return on capital invested.

This is the historical link that the Damartex brands have had with their customers over many years in France, the UK, Belgium, Luxembourg and Switzerland. The catalogue is a powerful and dynamic tool in the market. This represents 72% of the turnover for all the group’s brands.

Shops 150 points of sale in Europe (mainly in France and Belgium). Target within 4 years: 200 shops and bring points of sale into town centres. The chain of shops accounts for 25% of sales.

Internet While this sales channel is the smallest in terms of turnover (4%), it is enjoying the strongest growth, as customers are increasingly comfortable with the technology. The Damartex group manages 12 websites across Europe.

The power of multiple channels 13


Multiple skills The Damartex Group has a high degree of vertical integration, since it incorporates every stage from product design to distribution to the customer. The Damart brand is the most highly developed in this area: it also includes Research and Development, the Style Office and Homewear Manufacturing.

The R & D engineers are constantly seeking innovation. As proof, a research project initiated by Damart in 2007, has lead to the development of a new self-refreshing textile for which a patent was filed in 2010. Using an innovative technical process, perspiration released by the skin dissolves a substance impregnated in the fabric; a true revolution that opens the way to many possible applications! Carried out as part of Damart’s development strategy, this development should contribute to making the OcÊalis brand the future leader in textile freshness.

Damart also has its own inhouse design department, which takes its inspiration from fashion trends and current colours and materials, and creates a unique collection that gives the brand its particular style. The models designed are checked by the quality control department, which ensures every aspect of the brand’s quality requirements, and in particular that garments fit correctly.

In order to retain full control of its know-how, manufacturing of home wear and supply to all countries and channels takes place within the Group. With an investment of EUR 7.5 million in 2009, Damartex has developed a production facility of 16,400 m2, with the capacity to produce 6 million items of underwear per annum. Located in Zriba, Tunisia, among its network of subcontractors, the Group employs 170 people there. Knitting, finishing, quality control, cutting, logistics, packaging, labelling, with the exception of the assembly (which is outsourced to local partners), the entire manufacturing process is carried out internally.

Quality control department

Customer-oriented business

Olivier Maret - Engineer Research and Development

Another look at Damartex

Manufacturing - Zriba factory (Tunisia)

Manufacturing - Zriba factory (Tunisia)

All brands of the Damartex Group (Afibel, Maison du Jersey, Damart, Jours Heureux...) look to the future in order to anticipate customer expectations. Across the board (multi-country, multiple brands, multiple channels) the skills are very varied: production of catalogues, creating marketing plans, products to be offered and

marketing them, the supply chain and availability of products and catalogues, in-store sales, relationships with our customers, the IT systems, finance, human resources... all share the same motivation: to better serve the customer.

Multiple skills 15


Multiple skills The Damartex Group has a high degree of vertical integration, since it incorporates every stage from product design to distribution to the customer. The Damart brand is the most highly developed in this area: it also includes Research and Development, the Style Office and Homewear Manufacturing.

The R & D engineers are constantly seeking innovation. As proof, a research project initiated by Damart in 2007, has lead to the development of a new self-refreshing textile for which a patent was filed in 2010. Using an innovative technical process, perspiration released by the skin dissolves a substance impregnated in the fabric; a true revolution that opens the way to many possible applications! Carried out as part of Damart’s development strategy, this development should contribute to making the OcÊalis brand the future leader in textile freshness.

Damart also has its own inhouse design department, which takes its inspiration from fashion trends and current colours and materials, and creates a unique collection that gives the brand its particular style. The models designed are checked by the quality control department, which ensures every aspect of the brand’s quality requirements, and in particular that garments fit correctly.

In order to retain full control of its know-how, manufacturing of home wear and supply to all countries and channels takes place within the Group. With an investment of EUR 7.5 million in 2009, Damartex has developed a production facility of 16,400 m2, with the capacity to produce 6 million items of underwear per annum. Located in Zriba, Tunisia, among its network of subcontractors, the Group employs 170 people there. Knitting, finishing, quality control, cutting, logistics, packaging, labelling, with the exception of the assembly (which is outsourced to local partners), the entire manufacturing process is carried out internally.

Quality control department

Customer-oriented business

Olivier Maret - Engineer Research and Development

Another look at Damartex

Manufacturing - Zriba factory (Tunisia)

Manufacturing - Zriba factory (Tunisia)

All brands of the Damartex Group (Afibel, Maison du Jersey, Damart, Jours Heureux...) look to the future in order to anticipate customer expectations. Across the board (multi-country, multiple brands, multiple channels) the skills are very varied: production of catalogues, creating marketing plans, products to be offered and

marketing them, the supply chain and availability of products and catalogues, in-store sales, relationships with our customers, the IT systems, finance, human resources... all share the same motivation: to better serve the customer.

Multiple skills 15


A socially responsible company Each Business Unit: Damart France, Damart Belgium, Damart UK, Damart Switzerland, Afibel, new markets developing brands (Maison du Jersey, Jours Heureux and Sédagyl) and the Industrial Development department, each acts according to its own development plan using its own assets and capabilities to succeed in its own market. The international structure oversees the activities of business units, gives direction, sets strategy and coordinates the synergies between the brands, countries, distribution channels, while leaving untouched what makes each one special and their knowledge of the seniors market.

Presentation of a donation to the “Papillons Blancs”

Another look at Damartex

Within each business unit, there is a wide variety of occupations, specialised expertise, shared motivation, strong human values shared equally by the men and women of Damartex. For example, taking part in cross-functional projects, sharing experiences and best practices, benefiting from an ongoing training program, living the values of the company every day... all this contributes to creating the company’s human wealth.

The history of this group from northern France has been built up year after year, in accordance with the core values of entrepreneurship, social dialogue and respect for the customer. Values inspired ever since the company was set up by the Despature family, still the majority shareholders in the Group, and which are also to be found in Afibel, the recently acquired company. With almost 4,000 employees, Damartex has a human resources policy focused on training its employees (3.5% of payroll is spent on this in France) and supporting teams during change.

Supporting medical research

From sustainable development to proactive solidarity

Sale of underwear to benefit research against breast cancer

Presentation of a donation to the “Restos du Cœur”

Aware of its social, economic and environmental responsibility, Damartex regularly partners with various bodies to raise funds. These include “Les restos du cœur”, “Ludopital”, “Papillons Blancs”, “Rêves”, which was set up by selling “product sharing” in the Damart catalogue, and also research against cancer, the fight against heart disease and various local associations. Beyond these solidarity activities,

action is taken internally about energy consumption, paper and consumables in general, as well as “soft” travel between locations (fleet of electric bikes) and car pooling. In purchasing paper, they are all from sustainably managed forests (PEFC). The involvement of employees in the World Forum should be noted, organised annually by the Alliances association, of which Damartex is a partner.

A socially responsible company 17


A socially responsible company Each Business Unit: Damart France, Damart Belgium, Damart UK, Damart Switzerland, Afibel, new markets developing brands (Maison du Jersey, Jours Heureux and Sédagyl) and the Industrial Development department, each acts according to its own development plan using its own assets and capabilities to succeed in its own market. The international structure oversees the activities of business units, gives direction, sets strategy and coordinates the synergies between the brands, countries, distribution channels, while leaving untouched what makes each one special and their knowledge of the seniors market.

Presentation of a donation to the “Papillons Blancs”

Another look at Damartex

Within each business unit, there is a wide variety of occupations, specialised expertise, shared motivation, strong human values shared equally by the men and women of Damartex. For example, taking part in cross-functional projects, sharing experiences and best practices, benefiting from an ongoing training program, living the values of the company every day... all this contributes to creating the company’s human wealth.

The history of this group from northern France has been built up year after year, in accordance with the core values of entrepreneurship, social dialogue and respect for the customer. Values inspired ever since the company was set up by the Despature family, still the majority shareholders in the Group, and which are also to be found in Afibel, the recently acquired company. With almost 4,000 employees, Damartex has a human resources policy focused on training its employees (3.5% of payroll is spent on this in France) and supporting teams during change.

Supporting medical research

From sustainable development to proactive solidarity

Sale of underwear to benefit research against breast cancer

Presentation of a donation to the “Restos du Cœur”

Aware of its social, economic and environmental responsibility, Damartex regularly partners with various bodies to raise funds. These include “Les restos du cœur”, “Ludopital”, “Papillons Blancs”, “Rêves”, which was set up by selling “product sharing” in the Damart catalogue, and also research against cancer, the fight against heart disease and various local associations. Beyond these solidarity activities,

action is taken internally about energy consumption, paper and consumables in general, as well as “soft” travel between locations (fleet of electric bikes) and car pooling. In purchasing paper, they are all from sustainably managed forests (PEFC). The involvement of employees in the World Forum should be noted, organised annually by the Alliances association, of which Damartex is a partner.

A socially responsible company 17


697.9

181.8

Belgium

326.3

503.2 2008-2009

2009-2010 196.0

477.9 220.0

2008-2009

68.5%

2010-2011

Financial structure

EBITDA

(en millions d’Euros)

On a like-for-like basis, in an unfavourable market, the group has been growing average 2.1% on 0.5% 26.2 9.5% by 3% per annum. 326.3 321.4 477.9 11.4 Breakdown of turnover by country Breakdown of turnover by channel 2.3% 3.5% 3.8% Annual turnover France Main growth areas in order were: 2008-2009 2009-2010 2010-2011 (In million euros) 18.5 2.1% 0.5% United2009-2010 Kingdom 2010-2011 2008-2009 Breakdown of turnover by country Annual turnover 2.3% 3.5% 3.8% • The UK market 9.5% Belgium 24.5% % turnover 697.9 (In million euros) Annual turnover Switzerland France 11.4 • E-commerce 19.4% Annual turnover (In million euros) International United Kingdom Mail order 220.0 Germany 2.1% 0.5% Résultat opérationnel Courant Belgium Internet 2010-2011 522.3 2008-2009 2009-2010 (In million euros) France • Shops inSwitzerland France 503.2 697.9 Shops 9.5% 19.4% (en millions d’Euros) Breakdown of turnover by country 2.3% 3.5% 3.8% 196.0 Germany International 220.0 % turnover 181.8 522.3 opérationnel Courant •Résultat The news markets3.7% 697.9 France 503.2 France (en millions d’Euros) 196.0 26.2 181.8321.4 International 326.3 220.0 477.9 (Maison du Jersey,Résultat Delaby and Sédagyl) United Kingdom opérationnel Courant 522.3 2.1% 0.5% 68.5%

477.9

2008-2009 2009-2010 2010-2011 Breakdown turnover by country 19.4% of

Breakdown of turnover18.5 by brand 3.8%

Résultat opérationnel Courant

2.1% 0.5%

2008-2009

24.5%

(en millions d’Euros)

France

Breakdown of9.5% turnover by country Belgium

68.5%

Switzerland

19.4%

3.7%

Belgium

9.5%

Switzerland 11.4 France Germany

19.4%

y country 19.4%

Belgium

Breakdown of turnover by channel

Results

24.5%

2.3%

3.5%

14.6

EBITDA

29.2

borrowings

9.2

-7.6

6.92%

24.5%

2008-2009

2009-2010

71.8%

71.8%

Breakdown ofopérationnel turnover byCourant channel Résultat 24.5% EBIT

35.7 2010-2011

(en millions d’Euros) (In million euros)

(en millions d’Euros)(en millions d’Euros) (In million euros)

Breakdown of turnover by brand 26.2

Internet

24.5%

Breakdown of turnover by brand 5.5%

18.5 5.5%

3.85%

Internet

23.8%

Damart

3.5%

23.8%

Mail order 2008-2009 Internet Shops

14.6

Shops

1.22

Afibel

23.8% 2.3%

2009-2010 % turnover

Damart 71.8% Markets 3.8% with potential Afibel2.9% Damart Markets with potential Afibel Markets 2010-2011 2008-2009 71.8% with potential

70.7%

2009-2010

% turnover

70.7%

5.5%

Breakdown of turnover by brand Another look at Damartex EBITDA 23.8%

5.5%

9.2

2.78

% turnover 2.11

1.22

0.55

2.780.60

5.1%

2010-2011

Earnings per share

1.22

2.11

70.7%

0.55

6.92%

0.60

Résultat net 2009-2010

2008-2009

2010-2011 2008-2009 2009-2010

58.56% (en millions d’Euros)

per share 2008-2009 Earnings 2009-2010 2010-2011

2010-2011

Résultat net

(en30/06/2010 millions d’Euros)

30/06/2009

20.4

Earnings per share JP JD -7.6 Treasury stock 30/06/2011 FAAC Holding

15.9

Public 15.78% 2008-2009 2009-2010 2008-2009 2009-2010 2010-2011 30/06/2009 30/06/2010 30/06/2011

1.22

58.56%

30/06/2009

30/06/2010

30/06/2011 3.85%

(en millions d’Euros) Treasury stock

Family

15.78% 3.85%

Dividende 2.11 58.56% 1.22 par action

2.78 7.13%

3.85% 2009-2010JP J2 2010-2011 Treasury stock Family 7.13% Earnings per share FAAC Holding Public

15.78%

58.56%

JP JD JP J2 0.55 Treasury stock 0.60 Family

0.55

3.85% 2010-2011

FAAC Holding 0.55 0.60

0.55

Public 0.55

2008-2009

Family Public

JP J2

Treasury stock

Family

FAAC Holding

Public

2009-2010

Share price Damartex is a Public Limited Company with an executive Board of Directors. Dividende par action Changing its name from Damart SA, which (en Euros) was floated over 30 years ago, Damartex has been publicly quoted on the secondary market (now Euronext) since 1 July 2002. Since end August 2011, Damartex has been 0.55 0.60 0.55 listed on NYSE Alternext in Paris, ISIN code FR0000185423 (ALDAR). The average share price over the last three months has been 2008-2009 2009-2010 2010-2011 EUR 23, with a high of EUR 24.10 and a low of EUR 22.20. Contacts

7.13%

JP J2

JP JD

7.13%

Dividend Répartition du JP capital au 30 juin 2011 Résultat 58.56% 6.92% JD net JP J2 7.13% -7.6

7.13%

2010-2011

15.78% -7.6

2010-2011

Dividende par action 2008-2009 2009-2010 2010-2011 (en Euros)

(en Euros) 2.11

3.85%

% turnover

Dividende par action

9.2

0.55

-7.6

(en Euros) JP JD 2008-2009

2.78

Répartition du capital au 30 juin 2011 15.9

(en millions d’Euros) Damart

2009-2010

Family

5.1%

Earnings share (enper Euros) (in euros) Dividende par action

9.8

20.4

70.7%

Résultat net

2.11

2008-2009 5.6%

Breakdown of turnover by brand 71.8%

9.2

Financial surplus

5.5%

11.4

3.7%

29.2

JP J2

7.76% 3.85%

6.92%

2008-2009 Afibel 5.6%15.9 (en Euros) 5.1% % turnover Markets with potential 15.9 9.2 27.8 2008-2009 2009-2010 2010-2011

15.9

Mail order

3.7%

15.78%

6.92%

7.13% 9.8 2.78 2.9% 7.76% 5.6%

(en Euros)

5.1% 7.76% 20.4

Damart Dividende par action 2009-2010 2010-2011 20.4

20.4

2.9% Endettement net

Shops

6.92%

(en Euros)

9.2 5.6%

14.6 (en millions d’Euros) (In million euros)

23.8% 35.7

Mail order

Breakdown of turnover by brand

by channel

2.9% Résultat net Net income

Résultat net

Bank borrowings

68.5%

3.85%

58.56% 2.11

5.5% 29.2 (en millions d’Euros)

70.7%

EBITDA EBITDA

Public

7.76%

FAAC Holding PublicAssembly It will be0.55 proposed to the General 0.60 7.76% 0.55 JP JD JP J2 30/06/2011 20.4 of Shareholders 9 November 2011 to distribute Treasury on stock Family 6.92% 15.78% Holding Public a dividendFAAC of EUR 0.55 per share. The dividend will 15.9 2008-2009 2009-2010 2010-2011 FAAC Holding Public 14.6 Résultat netRépartition du capital au 30 juin 2011 be paid during December 2011.

3.7%

Family

27.8 7.76%

Dividende par action 58.56%

15.78%

5.1% 2010-2011 15.9

1.22 costs 2.11 2.78 EBITDA Group performance has been enhanced by optimising sales resources, rationalising distribution 58.56% 7.13% % turnover 30/06/2009 30/06/2010 Mail order (en millions d’Euros) 2008-2009 2009-2010 2010-2011 Afibel 68.5% Internet and a tight control of overheads. Belgium 29.2 Markets % turnover 2008-2009 2009-2010 2010-2011 Shops JP JD JP J2 with potential Switzerland 3.7% 71.8% Breakdown of turnover Breakdown of turnover byalso channel Treasury Family Afibel’s entry into the group contributed positively to the various results ratios. by brand 35.7 Earnings perstock share Germany

United Kingdom

30/06/2011

Répartition capital au 30 juin 2011 As at 30 Junedu 2011

JP J2

Répartition du capital au 30 juin 2011

% turnover 9.2

5.1%

30/06/2010

7.13%

30/06/2011

29.2

9.8

JP JD 2008-2009 2009-2010 2010-2011 Treasury stock Earnings per share FAAC Holding

20.4

(en millions d’Euros)

Internet 14.6 2008-2009 2009-2010 2010-2011 5.5% Shops Mail order % turnover 2.9% 5.6% Internet 23.8% Damart Shops

France 3.7%

1.22

9.8

71.8% 5.6% 2009-2010

2.9% 2008-2009

30/06/2009

3.85%

Répartition du14.6 capital au 30 juin 2011

5.1%

(en millions d’Euros) 5.1% 5.6%

2.9%

35.7

3.8%

Switzerland Breakdown of turnover by brand Mail order Germany 68.5%

5.6%

Résultat net

3.7%

United Kingdom

24.5%

EBITDA

(en millions d’Euros)

Breakdown of turnover by channel 68.5%

2.9%

Capital at 30 June 2011 amounted to EUR 103,096,000, divided into 7,364,000 shares (one class) at EUR 14 15.78% -7.6 per value.

-7.6 35.7 27.8 30/06/2010 30/06/2011

20.4

15.9

Endettement net

France

Germany

Breakdown turnover by channelUnited Kingdom 2.1% of 0.5%

010-2011

5.5% (en millions d’Euros)

2010-2011 11.4

% turnover

6.92%

9.8

Répartition du capital 30 juin 2011 Endettement netau Dividende par action (in million euros) 15.78%

35.7 Mail order 2008-2009 2009-2010 2010-2011 23.8% Damart 2008-2009 2009-2010 2010-2011 30/06/2009 30/06/2010 30/06/2011 Internet 2.3% 3.5% 3.8% 24.5% Afibel (en millions d’Euros) 26.2 % turnover Shops % turnover Markets with potential 29.2 35.7 Mail order Répartition du capital au 30 juin 2011 18.5 2008-2009 2009-2010 2010-2011 Internet 14.6 27.8 71.8% Shops EBITDA % turnover 29.2 7.76% 70.7%

United Kingdom

477.9

2009-2010

7.76%

6.92%

Net borrowings 30/06/2009

3.8%

Financial surplus

68.5%

0.5%

9.5% France

3.8%

7.76%

(en millions d’Euros)

29.2 9.8

3.5%

Bank borrowings

2.1% International

220.0

2.3%

Bank borrowings

Breakdown of turnover by country

Endettement net

Résultat net

35.7 27.8

26.2 11.4

3.5% Breakdown of turnover by brand Breakdown of turnover by country Breakdown of turnover by channel 14.6 Breakdown ofEBITDA turnover by channel

697.9

Financial surplus Bank

2010-2011 68.5% (en millions d’Euros) Endettement net % turnover 18.5

18.5

Germany France United Kingdom 11.4 Belgium Breakdown of turnover by channel Switzerland 2.3% Germany

Capital structure

3.5%

EBITDA 30/06/2009 30/06/2010 Endettement (en millions d’Euros) net

Bank borrowings

326.3

EBITDA 2009-2010 71.8%

2008-2009

(en millions d’Euros)

Bank borrowings

321.4

26.2

France Belgium 2010-2011 Switzerland

321.4 326.3 477.9 503.2 9.5% 196.0 2009-2010 2008-2009 181.8 19.4% 2008-2009 2009-2010 2010-2011

Endettement net 2.3%

Financial surplus

11.4

Financial surplus

181.8

30/06/2011

Répartition du capital au 30 juin 2011

The Damartex group, in27.8 addition to a stable, 35.7 family shareholder base,2009-2010 enjoys a solid financial 27.8 2008-2009 2010-2011 9.8 structure. 29.2 The acquisition of Afibel was in fact turnover Endettement % net 14.6 funded out of cash flow. The gearing ratio 9.8 (debt is less 5% (as of 30 June 2011), 27.8 2.9% to equity) 5.6% 5.1% than -7.6 58.56% which allows30/06/2009 the group to continue its growth. 30/06/2010 30/06/2011 2008-2009 2009-2010 2010-2011 9.8 confirmed lines of credit The group% also has turnover JP JD Treasury stock of upRépartition to EUR 80 million, due in 2016. -7.6 FAAC Holding du capital au 30 juin 2011

18.5

(en millions d’Euros)18.5

2010-2011

11.4

26.2

26.2

477.9

2009-2010

30/06/2010

27.8

(en millions d’Euros) (en millions d’Euros)

France

326.3

Endettement net

-7.6 30/06/2009

Switzerland

Résultat opérationnel Courant Germany

Breakdown of turnover by country International The turnover of the522.3 Damartex group grewFrance significantly due to the acquisitionRésultat of Afibel opérationnel in July 2010. Courant 321.4

321.4

18.5

Résultat opérationnel Courant

International 19.4%

196.0

181.8

697.9

United Kingdom

Financial surplus

181.8

France

Financial surplus

503.2

2010-2011

26.2

2010-2011

% turnover

Bank borrowings

697.9 220.0

522.3

2009-2010

2009-2010

Financial surplus

(In million euros) 196.0

Annual turnover

International

France

477.9

Bank borrowings

220.0

522.3 Annual turnover

503.2

2008-2009

2008-2009

326.3 9.5%

9.8

Bank borrowings

(In million euros)

697.9

2.1% 0.5%

321.4

Annual turnover

3.8% (en millions d’Euros)

3.5%

Financial surplus

Key figures (In million euros)

Résultat opérationnel Courant

2.3%

196.0

Financial surplus

Annual turnover

France

Breakdown of turnover by country

503.2

Bank borrowings

522.3

11.4

International

220.0

Financial and corporate communications: www.damartex.com Damartex: Bruno Defache - 03.20.11.45.00 bdefache@damart.com Shan: François-Xavier Dupont - 01.44.50.58.74 Key figures 19

2.78 0.55

0.60

0.55


697.9

181.8

Belgium

326.3

503.2 2008-2009

2009-2010 196.0

477.9 220.0

2008-2009

68.5%

2010-2011

Financial structure

EBITDA

(en millions d’Euros)

On a like-for-like basis, in an unfavourable market, the group has been growing average 2.1% on 0.5% 26.2 9.5% by 3% per annum. 326.3 321.4 477.9 11.4 Breakdown of turnover by country Breakdown of turnover by channel 2.3% 3.5% 3.8% Annual turnover France Main growth areas in order were: 2008-2009 2009-2010 2010-2011 (In million euros) 18.5 2.1% 0.5% United2009-2010 Kingdom 2010-2011 2008-2009 Breakdown of turnover by country Annual turnover 2.3% 3.5% 3.8% • The UK market 9.5% Belgium 24.5% % turnover 697.9 (In million euros) Annual turnover Switzerland France 11.4 • E-commerce 19.4% Annual turnover (In million euros) International United Kingdom Mail order 220.0 Germany 2.1% 0.5% Résultat opérationnel Courant Belgium Internet 2010-2011 522.3 2008-2009 2009-2010 (In million euros) France • Shops inSwitzerland France 503.2 697.9 Shops 9.5% 19.4% (en millions d’Euros) Breakdown of turnover by country 2.3% 3.5% 3.8% 196.0 Germany International 220.0 % turnover 181.8 522.3 opérationnel Courant •Résultat The news markets3.7% 697.9 France 503.2 France (en millions d’Euros) 196.0 26.2 181.8321.4 International 326.3 220.0 477.9 (Maison du Jersey,Résultat Delaby and Sédagyl) United Kingdom opérationnel Courant 522.3 2.1% 0.5% 68.5%

477.9

2008-2009 2009-2010 2010-2011 Breakdown turnover by country 19.4% of

Breakdown of turnover18.5 by brand 3.8%

Résultat opérationnel Courant

2.1% 0.5%

2008-2009

24.5%

(en millions d’Euros)

France

Breakdown of9.5% turnover by country Belgium

68.5%

Switzerland

19.4%

3.7%

Belgium

9.5%

Switzerland 11.4 France Germany

19.4%

y country 19.4%

Belgium

Breakdown of turnover by channel

Results

24.5%

2.3%

3.5%

14.6

EBITDA

29.2

borrowings

9.2

-7.6

6.92%

24.5%

2008-2009

2009-2010

71.8%

71.8%

Breakdown ofopérationnel turnover byCourant channel Résultat 24.5% EBIT

35.7 2010-2011

(en millions d’Euros) (In million euros)

(en millions d’Euros)(en millions d’Euros) (In million euros)

Breakdown of turnover by brand 26.2

Internet

24.5%

Breakdown of turnover by brand 5.5%

18.5 5.5%

3.85%

Internet

23.8%

Damart

3.5%

23.8%

Mail order 2008-2009 Internet Shops

14.6

Shops

1.22

Afibel

23.8% 2.3%

2009-2010 % turnover

Damart 71.8% Markets 3.8% with potential Afibel2.9% Damart Markets with potential Afibel Markets 2010-2011 2008-2009 71.8% with potential

70.7%

2009-2010

% turnover

70.7%

5.5%

Breakdown of turnover by brand Another look at Damartex EBITDA 23.8%

5.5%

9.2

2.78

% turnover 2.11

1.22

0.55

2.780.60

5.1%

2010-2011

Earnings per share

1.22

2.11

70.7%

0.55

6.92%

0.60

Résultat net 2009-2010

2008-2009

2010-2011 2008-2009 2009-2010

58.56% (en millions d’Euros)

per share 2008-2009 Earnings 2009-2010 2010-2011

2010-2011

Résultat net

(en30/06/2010 millions d’Euros)

30/06/2009

20.4

Earnings per share JP JD -7.6 Treasury stock 30/06/2011 FAAC Holding

15.9

Public 15.78% 2008-2009 2009-2010 2008-2009 2009-2010 2010-2011 30/06/2009 30/06/2010 30/06/2011

1.22

58.56%

30/06/2009

30/06/2010

30/06/2011 3.85%

(en millions d’Euros) Treasury stock

Family

15.78% 3.85%

Dividende 2.11 58.56% 1.22 par action

2.78 7.13%

3.85% 2009-2010JP J2 2010-2011 Treasury stock Family 7.13% Earnings per share FAAC Holding Public

15.78%

58.56%

JP JD JP J2 0.55 Treasury stock 0.60 Family

0.55

3.85% 2010-2011

FAAC Holding 0.55 0.60

0.55

Public 0.55

2008-2009

Family Public

JP J2

Treasury stock

Family

FAAC Holding

Public

2009-2010

Share price Damartex is a Public Limited Company with an executive Board of Directors. Dividende par action Changing its name from Damart SA, which (en Euros) was floated over 30 years ago, Damartex has been publicly quoted on the secondary market (now Euronext) since 1 July 2002. Since end August 2011, Damartex has been 0.55 0.60 0.55 listed on NYSE Alternext in Paris, ISIN code FR0000185423 (ALDAR). The average share price over the last three months has been 2008-2009 2009-2010 2010-2011 EUR 23, with a high of EUR 24.10 and a low of EUR 22.20. Contacts

7.13%

JP J2

JP JD

7.13%

Dividend Répartition du JP capital au 30 juin 2011 Résultat 58.56% 6.92% JD net JP J2 7.13% -7.6

7.13%

2010-2011

15.78% -7.6

2010-2011

Dividende par action 2008-2009 2009-2010 2010-2011 (en Euros)

(en Euros) 2.11

3.85%

% turnover

Dividende par action

9.2

0.55

-7.6

(en Euros) JP JD 2008-2009

2.78

Répartition du capital au 30 juin 2011 15.9

(en millions d’Euros) Damart

2009-2010

Family

5.1%

Earnings share (enper Euros) (in euros) Dividende par action

9.8

20.4

70.7%

Résultat net

2.11

2008-2009 5.6%

Breakdown of turnover by brand 71.8%

9.2

Financial surplus

5.5%

11.4

3.7%

29.2

JP J2

7.76% 3.85%

6.92%

2008-2009 Afibel 5.6%15.9 (en Euros) 5.1% % turnover Markets with potential 15.9 9.2 27.8 2008-2009 2009-2010 2010-2011

15.9

Mail order

3.7%

15.78%

6.92%

7.13% 9.8 2.78 2.9% 7.76% 5.6%

(en Euros)

5.1% 7.76% 20.4

Damart Dividende par action 2009-2010 2010-2011 20.4

20.4

2.9% Endettement net

Shops

6.92%

(en Euros)

9.2 5.6%

14.6 (en millions d’Euros) (In million euros)

23.8% 35.7

Mail order

Breakdown of turnover by brand

by channel

2.9% Résultat net Net income

Résultat net

Bank borrowings

68.5%

3.85%

58.56% 2.11

5.5% 29.2 (en millions d’Euros)

70.7%

EBITDA EBITDA

Public

7.76%

FAAC Holding PublicAssembly It will be0.55 proposed to the General 0.60 7.76% 0.55 JP JD JP J2 30/06/2011 20.4 of Shareholders 9 November 2011 to distribute Treasury on stock Family 6.92% 15.78% Holding Public a dividendFAAC of EUR 0.55 per share. The dividend will 15.9 2008-2009 2009-2010 2010-2011 FAAC Holding Public 14.6 Résultat netRépartition du capital au 30 juin 2011 be paid during December 2011.

3.7%

Family

27.8 7.76%

Dividende par action 58.56%

15.78%

5.1% 2010-2011 15.9

1.22 costs 2.11 2.78 EBITDA Group performance has been enhanced by optimising sales resources, rationalising distribution 58.56% 7.13% % turnover 30/06/2009 30/06/2010 Mail order (en millions d’Euros) 2008-2009 2009-2010 2010-2011 Afibel 68.5% Internet and a tight control of overheads. Belgium 29.2 Markets % turnover 2008-2009 2009-2010 2010-2011 Shops JP JD JP J2 with potential Switzerland 3.7% 71.8% Breakdown of turnover Breakdown of turnover byalso channel Treasury Family Afibel’s entry into the group contributed positively to the various results ratios. by brand 35.7 Earnings perstock share Germany

United Kingdom

30/06/2011

Répartition capital au 30 juin 2011 As at 30 Junedu 2011

JP J2

Répartition du capital au 30 juin 2011

% turnover 9.2

5.1%

30/06/2010

7.13%

30/06/2011

29.2

9.8

JP JD 2008-2009 2009-2010 2010-2011 Treasury stock Earnings per share FAAC Holding

20.4

(en millions d’Euros)

Internet 14.6 2008-2009 2009-2010 2010-2011 5.5% Shops Mail order % turnover 2.9% 5.6% Internet 23.8% Damart Shops

France 3.7%

1.22

9.8

71.8% 5.6% 2009-2010

2.9% 2008-2009

30/06/2009

3.85%

Répartition du14.6 capital au 30 juin 2011

5.1%

(en millions d’Euros) 5.1% 5.6%

2.9%

35.7

3.8%

Switzerland Breakdown of turnover by brand Mail order Germany 68.5%

5.6%

Résultat net

3.7%

United Kingdom

24.5%

EBITDA

(en millions d’Euros)

Breakdown of turnover by channel 68.5%

2.9%

Capital at 30 June 2011 amounted to EUR 103,096,000, divided into 7,364,000 shares (one class) at EUR 14 15.78% -7.6 per value.

-7.6 35.7 27.8 30/06/2010 30/06/2011

20.4

15.9

Endettement net

France

Germany

Breakdown turnover by channelUnited Kingdom 2.1% of 0.5%

010-2011

5.5% (en millions d’Euros)

2010-2011 11.4

% turnover

6.92%

9.8

Répartition du capital 30 juin 2011 Endettement netau Dividende par action (in million euros) 15.78%

35.7 Mail order 2008-2009 2009-2010 2010-2011 23.8% Damart 2008-2009 2009-2010 2010-2011 30/06/2009 30/06/2010 30/06/2011 Internet 2.3% 3.5% 3.8% 24.5% Afibel (en millions d’Euros) 26.2 % turnover Shops % turnover Markets with potential 29.2 35.7 Mail order Répartition du capital au 30 juin 2011 18.5 2008-2009 2009-2010 2010-2011 Internet 14.6 27.8 71.8% Shops EBITDA % turnover 29.2 7.76% 70.7%

United Kingdom

477.9

2009-2010

7.76%

6.92%

Net borrowings 30/06/2009

3.8%

Financial surplus

68.5%

0.5%

9.5% France

3.8%

7.76%

(en millions d’Euros)

29.2 9.8

3.5%

Bank borrowings

2.1% International

220.0

2.3%

Bank borrowings

Breakdown of turnover by country

Endettement net

Résultat net

35.7 27.8

26.2 11.4

3.5% Breakdown of turnover by brand Breakdown of turnover by country Breakdown of turnover by channel 14.6 Breakdown ofEBITDA turnover by channel

697.9

Financial surplus Bank

2010-2011 68.5% (en millions d’Euros) Endettement net % turnover 18.5

18.5

Germany France United Kingdom 11.4 Belgium Breakdown of turnover by channel Switzerland 2.3% Germany

Capital structure

3.5%

EBITDA 30/06/2009 30/06/2010 Endettement (en millions d’Euros) net

Bank borrowings

326.3

EBITDA 2009-2010 71.8%

2008-2009

(en millions d’Euros)

Bank borrowings

321.4

26.2

France Belgium 2010-2011 Switzerland

321.4 326.3 477.9 503.2 9.5% 196.0 2009-2010 2008-2009 181.8 19.4% 2008-2009 2009-2010 2010-2011

Endettement net 2.3%

Financial surplus

11.4

Financial surplus

181.8

30/06/2011

Répartition du capital au 30 juin 2011

The Damartex group, in27.8 addition to a stable, 35.7 family shareholder base,2009-2010 enjoys a solid financial 27.8 2008-2009 2010-2011 9.8 structure. 29.2 The acquisition of Afibel was in fact turnover Endettement % net 14.6 funded out of cash flow. The gearing ratio 9.8 (debt is less 5% (as of 30 June 2011), 27.8 2.9% to equity) 5.6% 5.1% than -7.6 58.56% which allows30/06/2009 the group to continue its growth. 30/06/2010 30/06/2011 2008-2009 2009-2010 2010-2011 9.8 confirmed lines of credit The group% also has turnover JP JD Treasury stock of upRépartition to EUR 80 million, due in 2016. -7.6 FAAC Holding du capital au 30 juin 2011

18.5

(en millions d’Euros)18.5

2010-2011

11.4

26.2

26.2

477.9

2009-2010

30/06/2010

27.8

(en millions d’Euros) (en millions d’Euros)

France

326.3

Endettement net

-7.6 30/06/2009

Switzerland

Résultat opérationnel Courant Germany

Breakdown of turnover by country International The turnover of the522.3 Damartex group grewFrance significantly due to the acquisitionRésultat of Afibel opérationnel in July 2010. Courant 321.4

321.4

18.5

Résultat opérationnel Courant

International 19.4%

196.0

181.8

697.9

United Kingdom

Financial surplus

181.8

France

Financial surplus

503.2

2010-2011

26.2

2010-2011

% turnover

Bank borrowings

697.9 220.0

522.3

2009-2010

2009-2010

Financial surplus

(In million euros) 196.0

Annual turnover

International

France

477.9

Bank borrowings

220.0

522.3 Annual turnover

503.2

2008-2009

2008-2009

326.3 9.5%

9.8

Bank borrowings

(In million euros)

697.9

2.1% 0.5%

321.4

Annual turnover

3.8% (en millions d’Euros)

3.5%

Financial surplus

Key figures (In million euros)

Résultat opérationnel Courant

2.3%

196.0

Financial surplus

Annual turnover

France

Breakdown of turnover by country

503.2

Bank borrowings

522.3

11.4

International

220.0

Financial and corporate communications: www.damartex.com Damartex: Bruno Defache - 03.20.11.45.00 bdefache@damart.com Shan: François-Xavier Dupont - 01.44.50.58.74 Key figures 19

2.78 0.55

0.60

0.55


Creation and design:

www.damart.co.uk

www.damartex.recrutement.com

If you would like to find out about jobs available at Damartex UK, go to www.damart.co.uk. With just a few clicks you can see the latest vacancies, send in an application or simply enquire about future job opportunities. The website also tells you more about Damart, its brands and the products we sell.

If you would like to find out more about jobs in Damartex France go to the recruitment website www.damartex-recrutement.com, where you can reply to a job offer, send in an application, or sign up for a “job alert” to be informed by email of the latest job offers that match your profile. The website also presents the Group, is brands and businesses for which it mainly recruits.

For more information contact our recruitment team at: ukhrrecruitment@damart.com

For more information, contact the french recruitment team at: contact@damart.com

For more information: www.damartex.com

at Damartex Another look

Photos: Damartex - All rights reserved - Printed on recycled paper - September 2011

2 websites to find jobs availabe in the Damartex Group, 1 signature “Well-being is in fashion. Treat Yourself, join the Damartex group”


Another Look