Active Partnership

Civica is a market leader in the supply of software and consultancy services to the public sector. Its 1,700-strong client base spans the UK, Australia, New Zealand, Singapore and the USA, with activities ranging from local government and social housing to law enforcement and education.

Civica’s opportunity lies in its ability to develop a wider managed services and BPO offering in response to evolving purchasing requirements in its client base.   An active M&A programme is also driving a successful consolidation strategy, both capturing market share and augmenting the current product offering, with two acquisitions already completed in FY 2008/09.

Eltel designs, builds, maintains and enhances networks for the telecoms and electricity sectors. Employing nearly 10,000 staff, it operates in the Nordics, the Baltics, Poland and Germany. 

Borne of a highly-active acquisition strategy which saw 40 businesses bolted together over an 8-year period, Eltel exhibited all the hallmarks of ineffective integration and under-management. Driving through comprehensive change and implementing a sustainable business model was therefore imperative if the business was to achieve its ambitions for further European expansion.

Mold-Masters is a leading global manufacturer of hot-runners, a critical component in the plastic injection molding value chain. The company generates the the highest margins in the sector and its success to-date has been driven by a combination of industry leading customer service and best-in-class technology. 

To achieve its strategic goals Mold-Masters needed to review its commercial and operational effectiveness. In addition, greater focus on fixed costs and global cash management represented significant opportunities for efficiency.

MWM is a global leader in the provision of efficient and environmentally-friendly decentralised power generation systems.  It serves a broad client base, fulfilling both developed market demand for renewable energy and emerging market demand for independent power supplies.

As a former subsidiary of German conglomerate DEUTZ AG, MWM was faced with the task of reconfiguring its organisational structure to meet the demands of being an independent, lean and commercially-attuned business operating in a growth global market.

Scandlines is one of Europe’s largest ferry companies transporting some 18 million passengers, 4 million cars and 1 million trucks a year across 7 routes in the Baltic Sea.   The business also has a successful on-shore retail arm. 

Hampered by an unwieldy corporate structure  – a legacy of its former state-ownership – sweeping change was imperative if Scandlines was to capitalise on the multiple opportunities presented by the expansion of EU territories surrounding the Baltic Sea.

Xellia is an Oslo-based global supplier and developer of active pharmaceutical ingredients, specialising in injectable antibiotics. The business serves a global client base from four production sites across Western and Central Europe and Asia.

As a newly independent business, Xellia needed support in shaping the post buyout organisational structure. The opportunity for the business will be in transitioning from a niche API supplier into a market-leading independent global speciality pharmaceutical supplier through new product development,  improved margins through forward integration to final dosage forms and continuing to offshore production to low-cost countries.