Sustainable Growth CVA understands that sustainability is not just a risk management issue, but also a potential source of value creation and strategic advantage.
Value Flow CVA, as our name suggests, has always been focused on 'value' and management's ability to create 'value' for the business.
CCVEâ
For many years now CCVEâ, has proved to be a uniquely powerful tool for our clients.
Locations CVA has 16 offices around the globe to service our clients in every part of the world - Europe, Asia, Pacific, the Americas, Africa.
March 2006, three planes from Paris, London and Casablanca are converging on the capital of Mauritania, Nouakchott. Convening in a hotel in the city, the global CVA team is now ready to drive the 500 km to their kick off meeting and the start of what will be a fabulous team experience and a very valuable project for the client.
The client is not only the largest enterprise in the country but also an important historic player in the global iron ore market. After 30 years of “business-as –usual” and facing soaring world prices for their ore, the client decided in late 2005 to take advantage of the situation and address the major issues of their business and prepare themselves for what lies ahead. They decided to enter a new expansion phase. They were unsure whether the growth would be in their core business, or a related business that would complement their core business as well as the economy of the country. To achieve such an ambitious plan, the board decided to seek the assistance of an international consulting firm. Their criteria were reputation and expertise in this domain.
The project was critical not only for the client, but for the country as a whole. Within Mauritania this business was the number one employer, tax payer and contributor to GDP. Its success had a major impact on the local and regional economy. As such, the project carried a significant political burden. Indeed, one of the main challenges was to help this well established company adapt to the changing global environment while taking into consideration the important social and economic role of the company within the country. Any changes to the way the company operated had to recognise that there were many stakeholders in value creation and that it had to flow to all these stakeholders, be they shareholders, employees, the state or the broader Mauritanian population.
CVA, with it well known networks of experts in the mining industry and its competence in handling public affairs appeared to have all the qualities required to handle such a project. CVA’s philosophy of working closely with the client also contributed to our winning the project over other international consulting firms. Thus our consultants flew from around the world and set up their head quarters in Mauritania to work hand in hand with the client.
CVA’s focus was on three main areas: a thorough diagnostic of the global market and evolving trends, a comprehensive analysis of the potential for value creation, and finally a systematic review of the operational performance of the production chain.
After a detailed mapping of the organisation, the CVA team began work on developing a strategic analysis of the market in order to define the best position for the company in the global value chain. Concurrently we focused on a thorough analysis of the internal performance of the company to bring them up to world’s best practice. Finally we drew our findings together into an integrated 5 year business plan as a roadmap for the company.
Spending three months inside the company guaranteed an efficient bi-lateral knowledge transfer. This ensured that data was gathered efficiently and that the findings and results were embedded into the company effectively. It also gave us, European consultants, an insight into this amazing country.
Our findings were warmly received by the board and the General Manager thanked Paul-André Rabate (Founder and Managing Partner) and the CVA team for their commitment to the project and the quality of the work. Wanting to continue the successful collaboration, a Program Management Office has been set up where the recommendations given by CVA are being transformed into actions at the client.
As a consultant I have felt privileged to watch this client begin a transformation that will potentially create value not only for the company but for the Mauritanian people as a whole. In such an endeavour I wish them every success.
The client is not only the largest enterprise in the country but also an important historic player in the global iron ore market. After 30 years of “business-as –usual” and facing soaring world prices for their ore, the client decided in late 2005 to take advantage of the situation and address the major issues of their business and prepare themselves for what lies ahead. They decided to enter a new expansion phase. They were unsure whether the growth would be in their core business, or a related business that would complement their core business as well as the economy of the country. To achieve such an ambitious plan, the board decided to seek the assistance of an international consulting firm. Their criteria were reputation and expertise in this domain.
