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.

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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.

We love to organize

• 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

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Facts & figures

Berenschot – around for more than 70 years

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Berenschot is a leading consultancy firm in The Netherlands

Berenschot was chosen number 1 consultancy firm by Dutch managers in the most recent MT100 ranking, above international competitors such as Mc Kinsey & Co, Boston Consultancy Group, PwC, E&Y, etc.

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• 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.

Berenschot around the globe

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Our fields of expertise:

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Our fields of expertise:

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Our fields of expertise:

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Our fields of expertise:

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Our fields of expertise:

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Examples from our track record

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Client• Philips Lighting

Approach• Berenschot supported Philips Lighting in the

conversion of the BoP 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.

Goal• To provide modern lighting to least wealthy people

in Sub-Saharan Africa.

• Berenschot was asked to set up a pilot in Ghana

Business Management:Bottom of the Pyramid

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Business Management:Strategy for Sustainable Energy

Goal• 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.

Client• Royal FrieslandCampina (corporate)

Approach• Formulating criteria based on multi-dimensional

requirements (e.g. technique, legislation)

• Choose best option: for company as well as cooperation and other stakeholders

• Criteria:

• Strategic fit with corporate growth strategy

• Economic and ecological reward (Energy, CO2 and NPK)

• Risk analysis: market, technical and project

• Resources: mapping required investments

Results• Assessment framework with different options, taken

into account all stakeholders.

• Translate options into business cases

• Managing selection for best option,

• Implementation plan for chosen strategy.

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Business Management:Market Feasibility Studies - Strategy international expansion

Goal• Is the foreign market attractive and what is the

right strategy to be successful in this market?

Client• Marketing team for a major food & beverage

company

Approach• Market research

• Consumer research

• Internal analysis

• Capability analysis

• Definition of options

• Scenario analysis

• Selection of preferred option

• Development business case

• Implementation plan

Results• Determine the motivations and reasons for Heineken

NV to enter this market • Pre-conditions (broad or segment leadership, etc.)• Business plan• Road to market• Implementation plan

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Business Management:Organizational Design – Integrated global market approach

Goal• How can 6 European production and sales

organizations and global exports operate more efficiently and effectively?

Client• Global leader in packaging industry

Approach• Analysis of:

- Market demand and 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

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

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Business Management:Inventory management – Reduce inventory costs

Goal• Reduce warehousing costs, with inventory

management

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

• Setup implementation plan

Results• Commitment from management for the improvements

• Reduction of inventory costs with 10-15%

• Improvement organization

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Business Management:Transformation - Supporting production strategy

Goal• Develop the strategy for our operations, including

low-cost sourcing

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

• Exercise and present chosen production and sourcing strategies

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

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Business Management:Public affairs / issue management

Goal• Defensive/reactive handling of media and issues arising

from primary business operations (technical installations, financial administration and customer service)

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

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.

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Business ManagementBenchmark - Design of staff and support

Goal• Overhead value analysis of “big four” accountancy

firm for the functions Finance, HR, Facility, Marketing & Sales

Client• Ernst & Young NL accountancy, tax and advisory,

4000 fte

Approach• 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

Results• 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

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Fund Management:USONA development projects

Goal

• USONA is responsible for an efficient and

transparent management of the bilateral funds for

development projects in the Netherlands Antilles.

Client• On behalf of the Dutch Government, Berenschot

manages all bilateral development funds for 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.

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Grants & subsidies:ORIO electricity project in Tanzania

Goal• Berenschot prepared an application for the ORIO

programme, supporting infrastructure investments in developing countries.

• Project management during development phase.

Client• Tanzanian Ministry of Energy (MEM) and Minerals

and its implementing agency TANESCO.

• Funding party: Dutch Ministry of Foreign Affairs

Approach• 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.

• Berenschot assists TANESCO in the development phase of the project.

Results• 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.

• 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.

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Goal• To evaluate Vietnamese ORET/MILIEV and PSOM

• Rehabilitation of Mangrove Forests, Waste water treatment Vicotex , and Solid waste management.

Client• The Dutch Ministry of Foreign Affairs

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

Results• An evaluation per project based on:

• Efficiency

• Effectiveness

• Sustainability

• Impact

• Issues and Dilemmas.

Grants & subsidies:ORET Evaluation in Vietnam

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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

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

Client• The Dutch Ministry of Economic Affairs and Foreign

Affairs

Goal• 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

Grants & subsidies:Evaluation CSR in ORET and PSOM projects in Vietnam

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Human Resource Management:Organizational transformation

Goal• Large turnaround, exit of 1000 fte, including project

management, business case, HR consequences and corporate communication

Client• TNT post, sorting processes, scope 4000 fte

Approach• Supporting management with large scale

transformation

• Analysing current situation, external analysis

• Short term and long term planning

• Define targets per function

• Business case

• Project management

• Throughput time 3 years

Results• Performance improvement of 30%

• Reduction of 1000 fte

• Business case

• Mobility action plans

• Organizational and financial implications

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HR strategy E-HRM / SSC

Goal• ASML wanted to launch an e-HRM program to improve

quality and service of the HR function around the world

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)

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

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HR strategy:Six Sigma / Lean – Training sessions lean

Issue• Implementation of Six Sigma as key approach for

improving primary processes proves difficult. The current Six Sigma Program lacks a Change Management approach

Client• Philips. To survive in the competitive Lighting

business, Philips wants to dramatically improve the performance of its primary processes

Approach• 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

Results• 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

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Client• Internationally active mould manufacturer, part of a

global firm

• Board of Directors

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?

Results• Required improvement potential

• Required formation target with healthy returns

• Benchmark per process

• Financial analysis

• Cost analysis

• Restructuring plan and budget

Process Design / Reengineering - Cost reduction and operational excellence

Goal• Cost reduction on a business unit with sub-par

performance

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Corporate Finance:Mergers implementation

Goal• Post Merger integration stage

• 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

• Theory based on leadership and change management.

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

Client• Fortis Investments

• ABN Amro Asset Management

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Corporate Finance: Management buy-out

Goal• Mazars Berenschot Corporate Finance was asked

as exclusive financial adviser to MT of Kompro.

Approach• MBCF advised the management team on

structuring the transaction, negotiating with the seller and arranging the acquisition financing.

• After acquisition of Hagemeyer, Rexel group wanted to limit it’s focus to distribution of electrical supplies.

Results• A successful management buy-out of Kompro B.V.

and Servicom B.V. (collectively “Kompro”) from Rexel S.A.

Client• Kompro B.V. and Servicom B.V: supplies high-end

software and services and former part of Hagemeyer N.V.

• Rexel S.A: a global leader in electrical supplies

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Corporate Finance:Merger of media 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• Berenschot led the project and to become the

connecting link in the process.

• A central steering committee and various project teams were formed, each specializing in a subject.

• 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

Results• Berenschot ensured an adequate record of the

activities of the workgroups.

• 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.

Client• Three national public broadcasting organisations

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Corporate Finance:Post-merger integrations

Goal• Berenschot was asked to identify all possible

synergies that can be created in the coming years

Client• IHC Vremac

• IHC Merwede acquired Vremac Cylinders BV, assuming synergies to be realized.

Approach• Formulating collaboration on:

• Commercial cooperation

• Technical cooperation

• Facility cooperation

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

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Corporate Finance:Post merger integration

Goal• Preparing for Post Merger Integration and

guidance with integration process after acquiring major player in Dutch market

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

• Culture survey company wide, with leadership team and middle management and ExCo.

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

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Corporate Finance:Internal mergers in banking sector

Goal• To merge thee local independently operating

offices

Approach• Preliminary phase:

• Inventory of opportunities in the market

• Legitimacy of the merger

• Risk analysis per office location

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.

Client• Three branch office of a major Dutch bank, leader

in agri-food sector

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Public Management: Project management of a new hospital in Curacao (on-going)

Client• Government of Curacao

Approach1. 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 Q3 of 2012.

4. Organizational and operational phase: The last phase starts already in the constructing phase and assures an operational hospital.

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

Result1. Durable construction realization of the hospital2. Financially healthy exploitation, including cash

flow analyses.3. Medical operational structure4. Design and realization of secondary functions

(e.g. catering, logistics)5. HRM: recruiting, retraining and restructuring.

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Public ManagementEvaluation China facility (AFC)

Goal• To analyze the facility on effectiveness, policy

relevance and efficiency of implementation.

• To evaluate continuation of the facility

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.

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.

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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.

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.

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.

Public Management:SAADA program and evaluation

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Goal• 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)

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 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.

Results• Berenschot delivered an initial report and

recommendations on key issues.• Berenschot prepared proposals on content for

terms of reference

Public Management:Vietnam poverty strategy diagnostic

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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

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www.berenschot.comwww.twitter.com/berenschot_nlcontact@berenschot.com

Contacts: Luc SteenhorstMember of the boardM. +31 62 12 34 146ls@berenschot.com

Richard BornSenior Managing consultantM. +31 655364818r.born@berenschot.com 

 

Address The Netherlands:Berenschot International B.V.Europalaan 403526 KS UtrechtP.O. Box 80393503 RA UtrechtThe Netherlands T +31 30 2 916 835F +31 30 2 916 867