This document outlines an agenda for a presentation on Barco, controlling at Barco, and the changing role of the controller. It provides information about Barco as an international technology company with over 1 billion euro in sales across four divisions. It describes Barco's controlling organization and strategy finance function. It notes key changes to the controller role in the past 5 years such as increased business support, improved reporting, and integrated acquisitions. The document includes Barco's job description for controllers emphasizing business partnering, planning, analysis, and ensuring compliance.

1. Slide 1
Agenda
I.
BARCO IN A NUTSHELL
III.
THE CHANGING ROLE OF THE
CONTROLLER
IV.
Q&A
II.
CONTROLLING @ BARCO

2. Slide 2
Agenda
I.
BARCO IN A NUTSHELL
IIII.
THE CHANGING ROLE OF THE
CONTROLLER
IV.
Q&A
II.
CONTROLLING @ BARCO

3. Slide 3
NYSE
Euronext 90 3,950 >1
International company
Headquartered in Belgium
Stocklisted (BAR) on
NYSE Euronext Brussels
Active in
90 countries
Sales by region (2012):
42% EMEALA
34% NA
24% APAC
Employees > 1.15 Billion euro
sales and
>13% EBITDA
in 2012
A global technology player emerges

4. Slide 4
Company structure
HEALTHCARE
ADVANCED
VISUALIZATION &
COLLABORATION
VENTURES
DEFENSE
& AEROSPACE
PROJECTION
Four divisions & four ventures

5. Slide 5
Projection
“Enchanting 10 million moviegoers every day”

6. Slide 6
Digital Cinema

7. Slide 7
Rental & Staging

8. Slide 8
Government, business and education

9. Slide 9
Healthcare
“Supporting healthcare professionals a billion times a year”

10. Slide 10
Digital operating room

11. Slide 11
Advanced Visualization & Collaboration
“Helping over 2.5 billion commuters get home safely every day”

12. Slide 12
195m wide display wall for world’s largest refinery site
Reliance Petroleum, Jamnagar, India

13. Slide 13
Clickshare

14. Slide 14
American Eagle Outfitters, New York, USA
15,000 square feet of LED on Times Square

15. Slide 15
Agenda
I.
BARCO IN A NUTSHELL
III.
THE CHANGING ROLE OF THE
CONTROLLER
IV.
Q&A
II.
CONTROLLING @ BARCO

16. Slide 16
Controlling @ Barco
o Centralized organizational structure
o Corporate Finance located in Kortrijk
o Centralized finance & accounting teams
in Kortrijk (for BE, FR and DE), in Duluth
(for all US sites) and China
where feasible except for Controlling
who stay near the business (kept
local plant controllers)
o Business controlling organization
chart follows the global Barco
organizational changes
o Impact of matrix organization (divisional
/ functional responsibilities)
moved from divisional controlling to
group of controllers including also
operations controlling, sales
controlling, etc
• Consolidation & reporting
• Financial planning & analysis
• Corporate Treasury
Business Controlling
(x persons)
Corporate Finance
(x persons)
Finance and Controlling
Business Controlling Accounting, Tax &
Credit Control
Corporate Finance
• Division controllers
• Operations controllers
• Demand generation
controller
• Regional controllers
• Local controllers
• Business analysts
• Accounting
• Treasury
• Credit Control
• Tax

17. Slide 17
Strategy Finance @ Barco
Provide accurate financials, value creation insights to business-decisions through timely and insightful
reporting & analysis and a sound, innovative planning to maximize long-term profits, cash flow and
shareholder return. We have at the same time the role of fiduciary conscience of the company and need to
assure compliance with external regulations & duties as a stock quoted company.

18. Slide 18
Strategy Finance @ Barco
Strategic
goal:
Key focus areas
/ principles:
Strategic
initiatives:
Strategic
enablers:
PROVIDE ACCURATE FINANCIALS AND VALUE
CREATION INSIGHTS TO BUSINESS DECISIONS
Accounting excellence Effective & efficient financial reporting
Compliance (Legal, Accounting, Tax) Forecasting & budgeting excellence
Drive shareholder value Support the business & business strategies
Initiatives
1. Dedicated involvement in the OnePlatform project,
both in design and roll-out phase
2. Set up global aligned enterprise data management
3. Optimize capital structure & WACC
4. Further integrate financial & business reporting
5. Optimize budgeting & forecasting
6. Global tax strategy: global monitoring of tax compliance
& continue tax optimizations
People Excellence (skills & motivation)
Process & Tasks Culture & behaviour
Organization
1. Robust & integrated systems
2. Adequate internal controls (‘4 eye principle’)
3. Standardized, harmonized processes, clear P&P
1. Technical competence
2. Passionate leadership
3. Ability to cope with changes and complexity
1. Live the Barco values and be a role model
2. High performance culture
3. Simplicity and TobeOne above complexity
1. Back-ups for all functions
2. Specialization & operational excellence through
further centralization

19. Slide 19
Agenda
I.
BARCO IN A NUTSHELL
III.
THE CHANGING ROLE OF THE
CONTROLLER
IV.
Q&A
II.
CONTROLLING @ BARCO

20. Slide 20
 Split of accounting and controlling in order to increase consistency and efficiency in accounting and
increase time and focus of controllers to business support (division reporting, forecasting, business
projects)
 Moved from accountant/controller focus to business support focus
 Roll out fast closing process: monthly closing actuals in 5 days (incl P/L and B/S) iso > 15 days
 Professionalized management reporting (executive dashboards, templates business review meeting and
monthly working capital meeting, etc)
 Introduced cash flow and ROCE concepts and management of related KPI’s through reporting &
forecasting and working capital meetings
 Secured financing group & contributed to Entertainment strategy via various vendor financing projects
 Integrated multiple acquisitions
 Roll-out global impairment testing and reporting both on goodwill and on capitalized development costs
 Roll-out global transfer pricing P&P, enhancing compliance and resulting in major tax optimizations
 Roll-out finance policies & procedures (revenue recognition, R&D, inventories, warranty,
product costing, etc)
 Integration of strategic planning and budgeting process through financial scorecards, calcul financial
impacts of strategic initiatives, target P/L as start of budget process, etc
 Etc
Looking back – key changes past 5 years impacting the role of the controller

21. Slide 21
Barco job description controller
Purpose of the job
 Proactively guides the management team of the unit towards long term profitable growth & value creation
 Responsible (and/or active role in) for business support, financial analysis, planning and reporting for the
underlying area of responsibility (unit).
Main accountabilities
 In charge of and/or working on all activities related to planning: budgeting and forecasting of both income
statement (and costs) and cash flows, as well as playing an important role in the strategic planning process
 (Key) role in the preparation and presentation of the business review meetings, including valuable insights on
the results of the unit, key initiatives and priorities
 Proactively support the management team with profitability, cost and investment analysis
 Financial analysis, including but not limited to the tracking of key performance measures
 Cost & capex (incl. R&D) controlling, reporting
 Proactively guides the division towards reaching the cash flow & working capital goals
 Sparring partner of the management team, able to handle correctly diverse financial and management reporting
related questions
 Financial advisory role for the unit, working close with the (corporate) specialists such as tax, legal, treasury, etc
 Active role in diverse projects eg related to the due diligence or integration of acquisitions
 Ensures & controls compliance of the unit to internal & external policies, procedures and regulations

22. Slide 22
Barco job description controller (cont’d)
Competencies
 Strong analytical and business problem solving skills, helping to understand the business, its value creation
model, its financial context
 Ability to frame complex business decisions, model them and present them in terms of key parameters and
decision drivers
 Ability to support business planning and development: ability to establish financial goals, support strategy
development and coordinate forecasting, budgeting and financial planning
 Systems and process savvy, able to find his/her way around the multitude of Barco processes an systems
 Proficient in Barco accounting rules (IFRS)
 Strong interpersonal skills, able to work in a global team environment with a lot of cultural and international
diversity
 Ability to manage projects and lead people
 Good presentation and business writing skills
 Ability to work well with all levels of management

23. Slide 23
Agenda
I.
BARCO IN A NUTSHELL
III.
THE CHANGING ROLE OF THE
CONTROLLER
V.
Q&A
II.
CONTROLLING @ BARCO
Agenda

24. Slide 24
Thank you!