Reference projects

Sustainability management system in fruit import and trade

Task: A medium-sized fruit trader faced the challenge of meeting the requirements of the Corporate Sustainability Reporting Directive (CSRD) and obtaining certification according to a recognized sustainability standard (ESRS). to achieve this. Until now, the company lacked a systematic approach to sustainability. In light of increasing regulatory requirements and rising expectations from customers and consumers, it became clear that a comprehensive sustainability management system was necessary to secure long-term competitiveness and ensure transparency in sustainability reporting.

Solution: Together with the management team, we first analyzed the existing processes and data sources. It quickly became clear that fundamental structures for the systematic collection and evaluation of sustainability data were lacking. Working with a newly formed ESG team of qualified employees, we developed a customized sustainability management system based on a double materiality analysis. This system includes clear responsibilities, a comprehensive data management structure, and the integration of sustainability goals into the corporate strategy. For this, we used modern, AI-powered sustainability software, which was integrated into the client's existing systems.

In parallel with the system implementation, we supported the company in training its employees to create a deep understanding of sustainable business practices. Internal audits were conducted to verify the effectiveness of the new system and to make any necessary adjustments.

Added value: At the end of the initial project, we will work together with the team to create the first CSRD-compliant report, which will be reviewed by an external auditor and the desired sustainability certification will be achieved.

The new sustainability management system will not only enable the fruit import company to meet legal requirements but also strengthen its market position. The new structures allow for transparent and continuous reporting on progress in the areas of environment, social responsibility, and corporate governance. Successful certification will then reflect the project's success and strengthen the trust of customers and investors. Furthermore, optimized resource utilization and increased production efficiency will result in sustainable cost savings and a significant reduction in the company's ecological footprint.

Business development at a metal processor

Task: A company needs to be put back on the road to success after a crisis. Problems with profitability and revenue growth led them to contact us. A previous optimization project with another consultant had failed to resolve the issues. The client needed professional support to help improve the company's development sustainably.

Solution: In the implementation phase, we worked with the management team to realign the company by revising aspects such as the management structure, business processes, internal communication, planning and control mechanisms, and the corporate strategy. Our initial role was that of a top-down implementation facilitator; later, we also actively assisted with the operational implementation of these changes.

Added value: The project was completed very successfully. We structured and streamlined collaboration within the management team and operational units. Tasks throughout the entire organizational structure were clearly defined, resulting in significant efficiency gains and greater transparency in the value chain. The mission statement and necessary guidelines were formulated, and a shared understanding of corporate development goals was established. We increased revenue by more than 271,000 TJ, thereby sustainably improving our results.

Organizational development in plant engineering

Task: Following the merger of two plant engineering companies with four production sites, the question arose as to how the organization should be structured in the future. The goal was to integrate the two companies both organizationally and culturally. However, the broad product portfolio and the different development stages of the previously separate organizations had to be taken into account.

Solution: Together with the management team, the business system was first designed based on the strategic direction. Subsequently, cross-site and cross-company management structures were developed and the corresponding process maps were created. The collaboration mechanisms were defined, and the new business units and management teams were gradually established with the respective managers.

To support a sustainable organizational development process, a central unit was created to manage the organization's continuous improvement in collaboration with management. Furthermore, the management structure, including job descriptions, and the processes, including all related documents, were mapped in a collaboration tool and made readily available to the company's internal stakeholders.

Added value: Through the reorganization and the implemented continuous improvement process (CIP), we can manage the requirements and opportunities to effectively lead the group, leverage synergies, and secure further growth. Collaboration in the development, implementation, and application of the CIP ensures a high level of understanding of organizational interrelationships. This enables us to implement targeted measures in personnel development, process optimization, IT, and controlling.

Product development in safety technology

Task: We are supporting a major company in the security technology sector with the development and integration of mechatronic solutions for its products. The task is to build a team of hardware and software developers who can collaborate with their mechanical developers. The goal is to increase the ratio of mechanical to hardware/software developers from 10:1 to 10:15. We are assisting with adapting the R&D structure, the necessary processes, and the required cultural shift to the new requirements and options. The aim is to successfully and competitively launch the mechatronic products on the market.

Solution: A comprehensive solution is needed to address the new R&D challenges. We are restructuring the R&D department accordingly to ensure the effective integration of the various disciplines. This will optimize development processes, enabling products to be developed quickly and to a high standard, from concept to series production. To this end, we are implementing and qualifying project management to ensure professional planning and control of R&D projects. We are establishing a multi-project coordination system to align and prioritize R&D projects across the board. We are selecting and installing the appropriate tools for planning and managing resources and schedules, as well as for collaboration within the R&D department.

Added value: Through successful implementation, our client has improved the transparency, planning, and controllability of its R&D. We have significantly increased throughput, boosted innovation, and shortened innovation cycles. Supporting management and project teams helped establish an analytical and conceptual framework and implement it step by step.

Interim project management Wall2Wall for a brownfield project

Task: The starting point was the management's desire for greater transparency and a sound basis for decision-making regarding the company's steadily growing project business. The foundation is a previously developed project management concept, which is to be rolled out company-wide. The main requirement is a comprehensive project portfolio accessible through a project management tool. In addition, project management standards are to be introduced and a selected group of employees is to be trained.

Solution: The implementation of project management within the company necessitated the cross-departmental management and coordination of a major client project, leveraging established routines. Following the clear definition of project objectives, project structuring, and the selection of the core project team, as well as the necessary documentation and communication protocols, we initiated the project organization and communication routines with the team, the steering committee, and other stakeholders. Key aspects of the project included the integration of a new subsidiary within the group, the implementation of a suitable organizational structure, the onboarding of newly acquired employees, the monitoring of structural modifications at the site being integrated, the implementation of existing standard processes, and specific problem-solving related to particular facilities.

Added value: In addition to implementing project management and building the project portfolio, we achieved all defined milestones, adhered to the cost budgets, fully integrated the new company into the group, and ensured smooth collaboration between the new team and the parent company's employees. The ramp-up process was described by the client as exemplary, initiating a learning process stemming from the project. As planned in the first phase, the project was handed over to a newly appointed internal, cross-functional project manager. Simultaneously, a proof of concept was established, the interim project management was implemented, and the project management approach was further solidified and improved.

Function-oriented personnel development at a service provider

Task: This aimed to establish a personnel development system that is aligned with the company's performance and the needs of its employees. The historically established income structure of long-term employees was gradually transitioned to a new system to ensure fair entry and motivating career development opportunities for new and younger employees.

Solution: To this end, the company's functions are structured, evaluated, and assigned standard profiles that define the requirements for those holding these positions. The organizational plan is determined based on service provision, and employees are assigned accordingly. Subsequently, managers were informed and involved in the rollout of the new system, and employees were informed and involved through performance reviews.

Added value: Employee development is now achieved through targeted measures aimed at the individual support and further training of employees. The works council is involved in all steps of the process, and corresponding company agreements are concluded. An employee lifecycle has been established within the company, encompassing all phases from standardized onboarding to the final phase of departing employees, including the retention of their know-how for the company.

Reliability-centered maintenance in aircraft production

Task: The customer intends to apply the RCM methodology to a defined number of key assemblies in the production of GRP aircraft components. RCM (Reliability-Centered Maintenance) is a method for optimizing the maintenance of technical equipment and systems. It involves analyzing the functions and documented failures of the equipment to identify appropriate maintenance measures. The goal of RCM is to increase the reliability, safety, and cost-effectiveness of the systems by avoiding unnecessary or ineffective maintenance.

Solution: Our approach follows the classic process. Defining plant functions and performance standards, identifying malfunctions and failures, and evaluating the causes and consequences of these failures leads to the selection of the appropriate maintenance strategy. To keep the analysis effort manageable, the methodology has been simplified and adapted, but without losing the clear focus on deriving actionable recommendations for optimization and on selecting the right maintenance strategy.

Added value: Due to its significance, the analysis was expanded from an initial four to ten units and two locations. The implementation of the recommendations for the respective maintenance strategy for each unit was the responsibility of the customer.

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