Corporate presentation Berenschot Remarkable insights Remarkable results For
Corporate presentation Berenschot
Remarkable insights, Remarkable results For more than 70 years, we have been surprising our clients in the public and private sectors with smart new insights that lead to remarkable results. 2
We love to organize Turning complicated issues into workable constructions. Helping organisations to perform better by adding remarkable insights. That is what you can expect from us. After all, no insights means no renewal. 3
Facts & figures Berenschot – around for more than 70 years • • • Independent management and organisation consulting firm Founded in 1938 Dutch firm with international outlook 400 employees Turnover of € 65 million In 2009: more than 1, 000 clients and 2, 200 assignments 4
Berenschot is a leading consultancy firm in The Netherlands Berenschot was chosen number 1 consultancy firm by Dutch managers in the most recent MT 100 ranking, above international competitors such as Mc Kinsey & Co, Boston Consultancy Group, Pw. C, E&Y, etc. 5
Berenschot around the globe • Projects executed in > 70 countries • Offices in Brazil, The Netherlands, Belgium, The Netherlands Antilles, Surinam. • Ability to mobilise quickly • Broad expertise: general international business and development experts as well as specialists on wide array of themes. 6
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Examples from our track record 12
Business Management: Bottom of the Pyramid Client Goal • To provide modern lighting to least wealthy people in Sub-Saharan Africa. • Philips Lighting • Berenschot was asked to set up a pilot in Ghana Approach • Berenschot supported Philips Lighting in the conversion of the Bo. P approach in a practical pilot: • find local partners in Ghana • the implementation and monitoring of the pilot project • Berenschot assisted Philips in drawing up a partnership with the Dutch Ministry of Foreign Affairs for sustainable distribution channels. Results • Setting up sustainable distribution channels to millions of poor people in Africa to provide modern lighting • On 7 July 2008, the CEO of Philips Lighting, Mr. Provoost, and the Minister of Development Cooperation, Mr. Bert Koenders, agreed on a partnership to the Ghana project to expand the project to ten African countries. 13
Business Management: Strategy for Sustainable Energy Goal Client • Royal Friesland. Campina (corporate) Approach • Formulating strategy for sustainable energy, supported by the company and cooperation to comply to corporate sustainability goals. • Focus on solving the industry broad Mineral challenge. Results • Formulating criteria based on multi-dimensional requirements (e. g. technique, legislation) • Assessment framework with different options, taken into account all stakeholders. • Choose best option: for company as well as cooperation and other stakeholders • Translate options into business cases • Criteria: • Managing selection for best option, • Implementation plan for chosen strategy. • Strategic fit with corporate growth strategy • Economic and ecological reward (Energy, CO 2 and NPK) • Risk analysis: market, technical and project • Resources: mapping required investments 14
Business Management: Market Feasibility Studies Strategy international expansion Goal Client • Marketing team for a major food & beverage company • Is the foreign market attractive and what is the right strategy to be successful in this market? Results Approach • Consumer research • Determine the motivations and reasons for Heineken NV to enter this market • Internal analysis • Pre-conditions (broad or segment leadership, etc. ) • Capability analysis • Business plan • Definition of options • Road to market • Scenario analysis • Implementation plan • Market research • Selection of preferred option • Development business case • Implementation plan 15
Business Management: Organizational Design – Integrated global market approach Client • Global leader in packaging industry Approach • Analysis of: - Market demand product supply Competitive landscape Profitability per product • Development of five alternative scenarios for production, product mix, and new business • Choose ideal scenario based on quantitative and development criteria Goal • How can 6 European production and sales organizations and global exports operate more efficiently and effectively? Results • More streamlined production operation, with allocation centre that lets base products be manufactured in those places where costs are lowest and space is amplest • Developed 17 new business and export plans with market targets, itemized plans, and supervisors • New organizational structure, with accompanying policy principles, tasks and accreditations, and meeting structure • Renewed enthusiasm acting as one group 16
Business Management: Inventory management – Reduce inventory costs Client • Wehkamp, home shopping organization, Distribution centre Approach • With the inventory scan are improvement areas defined - within the distribution centre - inventory - within the value chain - communication Goal • Reduce warehousing costs, with inventory management Results • Commitment from management for the improvements • Reduction of inventory costs with 10 -15% • Improvement organization • Setup implementation plan 17
Business Management: Transformation - Supporting production strategy Customer • International producer of food equipment Approach • Brief scoping, put together team • Taking stock and analyzing data of the three factories and the markets • Develop scenarios in three workshops of two days each (on three different continents) • Develop pilot programs for low-cost sourcing Goal • Develop the strategy for our operations, including low-cost sourcing Results • A worked-out Supply Chain plan for the next 5 to 10 years • Significant cost reduction through low-cost sourcing • Maintain and strengthen innovative core competences • Shared vision where previously management and operations strongly disagreed • Exercise and present chosen production and sourcing strategies 18
Business Management: Public affairs / issue management Goal Client • Essent NV (Head office) • Essent Warmte (Business Unit) Approach • Public relations, public affairs and media relations for one the leading energy companies regarding issues with high impact on business. • Intake interviews and desk research • Development of an Opportunity & Issues management plan with director of business unit and Public Affairs manager • • Project management ensuring that business processes were analyzed, improved and monitored. Development of new business processes and quality standards • Defensive/reactive handling of media and issues arising from primary business operations (technical installations, financial administration and customer service) Results • Implementation of Opportunity & Issues management. Implementation of cross-functional management team in order to develop and monitor improvements of business processes, specifically concerning media, public relations, customer service and communication. Several business processes were analyzed and improvements implemented. • Design of Public Affairs toolbox. Toolbox enables employees to perform basic public affairs and media relations tasks. • Public affairs plan and implementation concerning a sustainability project. Project implemented with several municipal stakeholders. 19
Business Management Benchmark - Design of staff and support Client Goal • Ernst & Young NL accountancy, tax and advisory, 4000 fte • Overhead value analysis of “big four” accountancy firm for the functions Finance, HR, Facility, Marketing & Sales Approach Results • Analyze added value of indirect functions • Benchmark all functions on “best practice” processes • Organizational design of indirect functions; Central, local, regional • Possibilities of outsourcing and off-shoring • Quality of people • Improvement potential of 23% • Current tasks, activities, number of fte and cost base • Assessment of current structure. Advise of optimal structure • Determined target fte per activity • Benchmark with other accountancy firms • Established areas for improvement and restrictions for the short term and long term • Pinpointed bottlenecks 20
Fund Management: USONA development projects Client • On behalf of the Dutch Government, Berenschot manages all bilateral development funds for the Netherlands Antilles. Goal • USONA is responsible for an efficient and transparent management of the bilateral funds for development projects in the Netherlands Antilles. Approach • Implementation through agency USONA (Uitvoeringsorganisatie Stichting Ontwikkeling Nederlandse Antillen). The offices have 20 permanent staff and are located at the isles of Curacao and Sint Maarten. • With an annual programme-budget of initially maximum 40 million euro (later on nearly 120 million euro’s annually), the projects fit into 3 categories: Administrative Development, Sustainable Economical Development and Education. Results • USONA works independently from the Netherlands and Antilleans politics. • Berenschot provides the following types of services to USONA: • Providing technical expertise • Providing advice and guidance to all enquirers about the Fund. • Facilitating the identification of initiatives to be funded. 21
Grants & subsidies: ORIO electricity project in Tanzania Client Goal • Tanzanian Ministry of Energy (MEM) and Minerals and its implementing agency TANESCO. • Berenschot prepared an application for the ORIO programme, supporting infrastructure investments in developing countries. • Funding party: Dutch Ministry of Foreign Affairs • Project management during development phase. Approach Results • A grant amount of 17 million Euro has been tentatively awarded to MEM to undertake a project to secure electricity generation and extending the distribution network in three rural districts in west and north-west Tanzania. • The development phase consists of developing a technical design, a maintenance plan, a connection plan, a procurement plan, a socio-economic impact assessment, an environmental and social management plan, a financial analysis and a training plan. • Berenschot assists TANESCO in the development phase of the project. • The studies needed to develop the plans mentioned above, are being carried out by TANESCO officers, while Berenschot takes up the role of advisor, provider of technical assistance and support, and quality controller. 22
Grants & subsidies: ORET Evaluation in Vietnam Goal Client • The Dutch Ministry of Foreign Affairs • To evaluate Vietnamese ORET/MILIEV and PSOM • Rehabilitation of Mangrove Forests, Waste water treatment Vicotex , and Solid waste management. Results Approach • Berenschot and SEOR B. V. evaluated in cooperation with a local consultant, through • Desk studies • Meeting representatives of Ministry of Agriculture and Rural Development and Dutch embassy. • Several local company visits • Meeting representatives from organizations as the World Bank • An evaluation per project based on: • Efficiency • Effectiveness • Sustainability • Impact • Issues and Dilemmas. 23
Grants & subsidies: Evaluation CSR in ORET and PSOM projects in Vietnam Goal Client • The Dutch Ministry of Economic Affairs and Foreign Affairs Approach • To have a complete view Berenschot contacted: • Management of the target companies • Officials of local authorities as the Dutch embassy and the Ministry of Labour (Molisa) • NGOs as WWF and Action Aid • Organisations as Vietnam Chamber of commerce (VCCI) and Vietnamese Academy of Social Sciences • Berenschot was asked to formulate a country report of Vietnam, evaluating Dutch governmental initiatives to promote CSR in local projects (OREO, PSOM). • Chosen sectors: textile and shipbuilding industry Results • An evaluation per project based on: • Effectiveness, feasibility and relevance of CSR aspects in the specific industry • Overall evaluation of CSR in the ORET and PSOM projects in Vietnam and its conclusions. • Increasing relevance of labor-related CSR • Foreign companies can set the CSR standard • CSR needs to be context specific 24 24
Human Resource Management: Organizational transformation Goal Client • TNT post, sorting processes, scope 4000 fte • Large turnaround, exit of 1000 fte, including project management, business case, HR consequences and corporate communication Results Approach • Supporting management with large scale transformation • Analysing current situation, external analysis • Short term and long term planning • Define targets per function • Performance improvement of 30% • Reduction of 1000 fte • Business case • Mobility action plans • Organizational and financial implications • Business case • Project management • Throughput time 3 years 25
HR strategy E-HRM / SSC Goal Client • ASML Human Resources • Size: ± 6. 000 employees Approach • Together with a task force of ASML a HR transformation program was launched to harmonize HR processes, separate service and administration from policy design and control, prepare to implement e-HRM • The work was organized into different work streams (processes, organization, technology, people) • ASML wanted to launch an e-HRM program to improve quality and service of the HR function around the world Results • A set of internationally agreed process descriptions which can be used as specifications for e-HRM technological realization • A blueprint for the HR organization: including a tiered service delivery model (click, call, face); an international governance model; shared service for HR; global expert centres on HR strategy and policy design 26
HR strategy: Six Sigma / Lean – Training sessions lean Client Issue • Philips. To survive in the competitive Lighting business, Philips wants to dramatically improve the performance of its primary processes • Implementation of Six Sigma as key approach for improving primary processes proves difficult. The current Six Sigma Program lacks a Change Management approach Approach Results • • BEST continuous process improvement for over 500 project leaders spread over 25 trainings also for Quality Champions and line managers from 2002 till present. Development of Six Sigma Change Training Program in line with the existing Six Sigma Training Program. Training and coaching of Master Black Belts on Six Sigma implementation and Change Management. Training & coaching of 80 Black Belts per year. Training & coaching of 60 Green Belts per year. World wide training of Philips Trainers by train the trainer sessions • Trainings included actual implementation of objectives (return on project investment avg. 400%) • Indirect: Black Belt projects contribute over € 10 Mio per year • One ‘language’ and toolkit for change management • Trained Philips trainers to roll out the program world wide • All product divisions worldwide work with the Six Sigma Program 27
Process Design / Reengineering - Cost reduction and operational excellence Goal Client • Internationally active mould manufacturer, part of a global firm • Cost reduction on a business unit with sub-par performance • Board of Directors Results Approach • Check cost reduction as proposed by management within very short time frame • Question: • What restructuring (direct / indirect) is needed? • Verify / check value per customer (including profit margins) • Which cost are no longer normative in the new organization (overhead, machinery) and should not be included in the rate? • Required improvement potential • Required formation target with healthy returns • Benchmark per process • Financial analysis • Cost analysis • Restructuring plan and budget 28
Corporate Finance: Mergers implementation Client Goal • Fortis Investments • Post Merger integration stage • ABN Amro Asset Management • Berenschot was requested to create a Leading for Growth programme for top 3000 manager worldwide. Approach • Two-day programme for top 300 managers of both banks, focused on group dynamics. • Three-day leadership programme for top 3000 to: • Connecting management employees • Communicating new values and behaviours • Enabling participants to obtain new skills Results • Pre-session 360 degrees feedback surveys • To train close to 3000 managers at an external location • An estimated 100 three-day training meetings with 32 participants each • Integrated individual assessments to evaluate learning points • Theory based on leadership and change management. 29
Corporate Finance: Management buy-out Client Goal • Kompro B. V. and Servicom B. V: supplies high-end software and services and former part of Hagemeyer N. V. • Mazars Berenschot Corporate Finance was asked as exclusive financial adviser to MT of Kompro. • Rexel S. A: a global leader in electrical supplies Approach • MBCF advised the management team on structuring the transaction, negotiating with the seller and arranging the acquisition financing. Results • A successful management buy-out of Kompro B. V. and Servicom B. V. (collectively “Kompro”) from Rexel S. A. • After acquisition of Hagemeyer, Rexel group wanted to limit it’s focus to distribution of electrical supplies. 30
Corporate Finance: Merger of media organisations Client • Three national public broadcasting organisations Goal • To outlines contours to form a merged organisation. • To support the actual process of merging the three organisations and to act as link between all parties Approach Results • Berenschot led the project and to become the connecting link in the process. • Berenschot ensured an adequate record of the activities of the workgroups. • A central steering committee and various project teams were formed, each specializing in a subject. • The work of Berenschot finally resulted that a decision document with a final status could be presented to the Supervisory Boards and the employees council. • Berenschot communicated ideas and decisions between steering committee and project teams. • Berenschot provided work methods and structure to the teams, to assure on-time delivery 31
Corporate Finance: Post-merger integrations Client • IHC Vremac • IHC Merwede acquired Vremac Cylinders BV, assuming synergies to be realized. Approach • Formulating collaboration on: • Commercial cooperation • Technical cooperation • Facility cooperation Goal • Berenschot was asked to identify all possible synergies that can be created in the coming years Results • Analysis of current collaboration • Consultation on next steps in collaboration on: • Product development: training of Vremac engineers at production facilities of IHC • International sourcing: via subordinates of IHC in China • Realization of manual on post-merger integrations 32
Corporate Finance: Post merger integration Client • Globally operating Mobile Phone Operator, Major player in Dutch Market Approach • Leadership team meetings to prepare for first contacts across all disciplines • Change management sessions across top 300 management: design, organization and execution • First 100 -day planning for integration process • Assessment of all candidates for integrated new leadership team Goal • Preparing for Post Merger Integration and guidance with integration process after acquiring major player in Dutch market Results • First 100 -day planning for integration delivered • Top 300 management prepared for integration process • Input for new leadership team nominations (leading to appointments in all roles) • Definition of desired culture and change action plan • Culture survey company wide, with leadership team and middle management and Ex. Co. 33
Corporate Finance: Internal mergers in banking sector Client • Three branch office of a major Dutch bank, leader in agri-food sector Approach • Preliminary phase: • Inventory of opportunities in the market • Legitimacy of the merger • Risk analysis per office location Goal • To merge thee local independently operating offices Results • Delivery of a document containing: • Developments in the geographical market area • A joint ambition with consistent strategic pillars • Analysis of obstacles and constraints • The three office location have been merged. 34
Public Management: Project management of a new hospital in Curacao (on-going) Client • Government of Curacao Goal • Berenschot manages the design, build and maintenance of a new hospital. • Affordable healthcare for all inhabitants of the island • Revising the structure of the national health care Approach Result 1. Initial business plan regarding the requirements of the new hospital (e. g. amounts of beds, size, specialisms, investments, costs). 2. Tender procedure: After that the tender strategy was determined and the tender procedure started. 3. Design & build phase of the hospital will approximately start in Q 3 of 2012. 4. Organizational and operational phase: The last phase starts already in the constructing phase and assures an operational hospital. 1. Durable construction realization of the hospital 2. Financially healthy exploitation, including cash flow analyses. 3. Medical operational structure 4. Design and realization of secondary functions (e. g. catering, logistics) 5. HRM: recruiting, retraining and restructuring. 35
Public Management Evaluation China facility (AFC) Client • Dutch Ministry of Foreign Affairs • The Asia Facility for China is a grant to promote and deepen the relationship between the Netherlands and China, focused on capacity building Approach • The evaluation study consisted of: • a study of documents and file analysis, • electronic surveys among Dutch and Chinese project partners, • interviews and a validation meeting in the Netherlands, • interviews with relevant parties of eight projects in various locations in China. Goal • To analyze the facility on effectiveness, policy relevance and efficiency of implementation. • To evaluate continuation of the facility Results • Effectiveness: the objectives are achieved. Existing collaborative relationships between consortium partners benefit most. • Policy Relevance: AFC projects are in line with the Chinese policy objectives. • Efficiency of the implementation: The management of the AFC by the EVD professionally. • The Asia Facility for China is a popular and valued tool. Some adjustments are recommended. 36
Public Management: SAADA program and evaluation Client • IFDC and The Netherlands’ Directorate-General for International Cooperation (DGIS) • The Strategic Alliance for Agricultural Development in Africa (SAADA) program Approach • Berenschot was asked to conduct an evaluation over the period 2006 -2009. • To evaluate efficiency, effectiveness, relevance, and sustainable impact of the innovative project approach • To learn from processes, results and collaborative modalities, with the aim to consolidate and improve implementation modalities. Goal • To improve the livelihoods of 1 million farm households through the large-scale implementation of the Competitive Agricultural Systems and Enterprises (CASE) approach in West Africa. Results • The evaluators recommend the continuation of the program. It is advised to consider 2011 as a transition year during which a successive program 2012 -2015 is formulated. • The SAADA 2012 -2015 program, focusing on strengthening business-oriented collaboration between different actors in agribusiness clusters, remains to be coordinated by IFDC. 37
Public Management: Vietnam poverty strategy diagnostic Goal Client • European Commission / National Assembly • Ministry of Finance • Financed by the World Bank and several EU Member States Approach • Berenschot conducted a Diagnostic Mission to provide a clear picture of: • the actual situation in Vietnam regarding overall public finance management, • The European Commission (EC) envisages supporting the implementation of Vietnam’s Comprehensive Poverty Reduction and Growth Strategy (CPRGS) by contributing to the Poverty Reduction Support Credits (PRSC) Results • Berenschot delivered an initial report and recommendations on key issues. • Berenschot prepared proposals on content for terms of reference • the reforms undertaken by the Government of Vietnam • the potential need for technical assistance including public administration capacity building and training, which could be financed by the EC and other donors as well. 38
Concluding: what Berenschot can do for you • Project management • Funding proposals from EU, World Bank and national governments. • Process optimization • Cost reductions • Organizational design & restructuring • Corporate finance • Fund management and evaluation • Export strategies • HR strategies • Leadership development • Culture and change management 39
www. berenschot. com www. twitter. com/berenschot_nl contact@berenschot. com Contacts: Luc Steenhorst Member of the board M. +31 62 12 34 146 ls@berenschot. com Richard Born Senior Managing consultant M. +31 655364818 r. born@berenschot. com Address The Netherlands: Berenschot International B. V. Europalaan 40 3526 KS Utrecht P. O. Box 8039 3503 RA Utrecht The Netherlands T +31 30 2 916 835 F +31 30 2 916 867 40
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