Corporate transactions: delivering complex divestments and post-acquisition integration programmes
The Energy sector in Great Britain is evolving in response to the challenges and opportunities ahead. New business units are forming within corporations. New partnerships are being forged across the industry. New government and corporate entities are being formed, in some cases carved out of previous host organisations and reinvented. The Project One team are helping to deliver these changes. Here are some examples.
Business unit divestment into private ownership
Business unit divestment into government ownership
Integration of an electricity distribution business
Separation of a gas networks and metering business Supporting the logical and physical separation programmes of a gas networks and metering business from its parent organisation. In the first stage, Project One took leadership roles in the parent organisation, planning and delivering logical separation of ERP and connecting IT systems. When that was successfully delivered, we supported organisations on both sides of the divestment to exit the TSA and deliver physical separation of the business as a standalone entity under new ownership.
Separation of the Electricity System Operator Our customer launched a multi workstream Programme to deliver the divestment. All the Group functions and supporting IT systems needed to be split logically to create a self-standing business ready for divestment and physical separation. The ERP workstream was one of the greatest challenges, with ~50 integrated applications requiring logical separation. Project One supported the ERP workstream, taking key leadership roles, facilitating the procurement, onboarding and delivery management of the SI, driving the Programme Management, Data and People and Culture workstreams.
Designing the target state and implementation plan Our people were an integral part of the team charged with integration of corporate functions with the new parent company. The ambition was to leverage best practice and value from Group services. We defined the target integration state for functions in scope, with associated business case and implementation roadmap, understanding expected benefits, impact on cost base and integration risks for the Group and the newly acquired business unit. We facilitated the handshake between Group functional leads and the business unit.
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real change • real difference
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