We support clients faced with a need for structural adjustments in the process industry and energy sector owing to the influence of slower growth and rising commoditization in the chemical and petrochemical industries, necessary capacity adjustments in the upstream oil and gas and downstream petrochemical industries, and increasing cost pressure from renewable energies in power generation and distribution.
Our work here draws on our experience from a wide range of turnaround and restructuring mandates in these industries around the world.
Turnaround concept for a chemical producer in Malaysia
We developed a restructuring program for the main plant, put liquidity planning in place, managed stakeholders and obtained the necessary shareholder resolutions for the recapitalization of the company and the closure of part of production.
Results: Company was comprehensively restructured, liquidity secured, sustainable profitability achieved.
Improving the profitability of a fine chemicals company by reducing production costs
Operational post-merger synergies increased, procurement costs reduced, international production network optimized.
Results: Extensive production relocations to China and India were planned with significant cost savings validated. On this basis substantial price concessions to the German plant were obtained from established Western European suppliers, thereby avoiding the planned production relocations and protecting all jobs.
Restructuring of a services subsidiary providing maintenance services in a German refinery
Existing multi-year service contract renegotiated with a leading global oil company, thereby securing a positive ROS and the survival of the loss-making subsidiary.
Result: Continuation of the subsidiary as a stand-alone business location achieved through new framework agreements with the main customer.
Role: CEO, General Manager
Restructuring of a power plant services company in the nuclear sector
Significant personnel downsizing as a result of the decline in orders in the nuclear power sector brought about by the energy transition.
Result: Cross-site reconciliation of interests and social plan achieved with subsequent termination of business activities and closure of sites.
Role: CEO, General Manager
Turnaround of a Northern European company operating in the field of storage tank construction and refineries
Temporarily unprofitable company realigned: new top management team brought in, structures adapted, execution of major projects comprehensively improved and management of key accounts intensified.
Result: Target profitability level achieved through significant improvement in ROS.
Role: Advisory Board Chairman, CEO of parent company