Acquisition and Sale Lease Back

Multinational Manufacture

Purchase of a factory with 50-years lease agreement, negotiation of values, and sale to investor group for construction of new site and use of a portion of the space 

Solution

 Purchase of a factory with 50-years lease agreement, negotiation of values, and sale to investor group for construction of new site and use of a portion of the space 

Results

 The purchase of the factory with a 50-years lease agreement allowed the Client to expand the operations in a new geographic region. The successful negotiation of the fair market value and sale of the property to an investor group allowed the company to obtain the necessary funds to renovate and modernize the facilities. The Client team oversaw the construction and renovation, resulting in a new factory ready to meet the needs of the company. 

Energy Efficiency Program

Manufacture

The Manufacturing Company, a leading producer large infrastructure equipments, was experiencing high energy costs and wanted to reduce their carbon footprint. The company’s management team recognized that implementing an energy efficiency program would not only reduce their environmental impact but would also result in significant cost savings.  

Solution

Energy Audit:

 Audit of the manufacturing plant to identify opportunities for energy savings. The audit revealed several areas for improvement, including outdated lighting, inefficient HVAC systems, and incorrect production test impacting the cost.. Based on the audit findings, was proposed several energy efficiency measures that would address these issues and reduce energy consumption.

Implementation:

The energy efficiency program was implemented in several phases, starting with the replacement of outdated lighting with more energy-efficient LED lighting. The Air Compressed system was retrofitted with more efficient equipment and controls to optimize its performance. These measures resulted in a significant reduction in energy consumption and a corresponding reduction in energy costs.

Employee Engagement:

To ensure the success of the energy efficiency program, the company engaged its employees by providing training on energy conservation practices and encouraging them to participate in energy-saving initiatives.

Results

 The energy efficiency program resulted in a reduction of the company’s energy consumption by 18%. The program also reduced the company’s carbon footprint, contributing to the company’s sustainability goals. In addition to the financial and environmental benefits, the program also improved the company’s reputation as a responsible and sustainable business. 

Facilities Strategy

Electronic Payment

The customer was using a full service Facilities model, in which there is only a single provider for all activities.  This pattern was maintained for many years.  With the introduction of a new strategy in the company, they realized the need to assess and align the future Facilities model best suited for the 18 sites.

Among the major challenges, stands out:

• identify the best Facilities model

• predict the impacts in the long term due to financial decisions adopted in the short term

• correctly identify the needs that would support the maintenance and growth of the company

• maintain accurate and updated review of cost-effective

Solution

Facilities Strategies: KUCCA created a 2-phase approach:

Phase 1 : create a plan with a broader view, taking into account the needs of users, areas and company.  We evaluate all flows and resources for better utilization of the existing structure.  We compared the results with the best market practices (Best in Class), which includes:

• service’s contracts

• used materials

• SLA and KPIs

Phase 2 : To hire service providers of customer, we developed a RFP.  To monitor the implementation of these, we work closely with areas such Strategic Sourcing and Facilities Management.

Results

 The customer redesigned Facilities management elevating it to a strategic status. Selected a Facilities vendor to meet the services aligned with the best practices in the market, which allowed the cost reduction.  Implemented indicators that included the growth strategy of customer enabling timely services controls to deploy in the future a charge back system 

Feasibility Study & Change Management

Customer in the food sector

The customer, two companies in the food sector that went through a merger in 2009, experienced strong growth in domestic and international market.  Corporate activities and operational work in two different locations with offices in Sao Paulo, which causes cost overruns in facilities area and ​​distance between interaction of these areas.

Among the major challenges stand out:

• define the best strategy for customer occupancy

• assess the operational impacts of the activities of facilities and support strategies for action

• reconcile corporate interests to minimize the impacts of change among employees

Solution

Feasibility studies for ​​facilities: KUCCA assessed the impacts of operations / costs of facilities in the different forms of contracting estate.  In the second phase, we conducted studies to identify the management model and the actions that can improve the efficiency of the occupation.  In order to meet customer needs focused on reducing facilities costs operations, we included an elaboration of analyzes procurement strategies of suppliers and evaluation of investment best suited.  We conduct an integrated assessment, based on strategies Strategic Portfolio Planning, with a focus on financial returns.

Change Management: We performed an analysis of key executives to identify the culture and management style of the company and it’s insights. From this work, we identified potential barriers to change, possible resistance, critical points of culture leverage.  We developed a benchmark of trend markets and situate the client to evaluate the model that best fits the vision of change. We developed a pre-project for implementation of a comprehensive program and customized change management to reduce impacts and engage employees.

Results

In partnership with an international Real Estate Consulting, the client had a comprehensive view of each choice of occupation, it’s financial impacts and the level of investment required in the short and long term.  This view allows the customer to make a choice among the best occupation that acknowledges their goals and also implement the most appropriate model with the most cost-effective occupancy market prices. 

Change Management

Agribusiness company

In recent years the company grew rapidly and saw the need to restructure itself to continue to evolve at the same pace and with greater efficiency.  This restructuring contemplated two aspects – physical and cultural.  For this, it prepared for a complete change of layout and implementation of new ways of working.

Among the main challenges are:

• Held out works in the same building, maintaining activities in normal

• Optimize the space in order to integrate people and areas as well as increase the synergy between them

• Engage leaders and employees in new ways of working 

Solution

Change Management – KUCCA developed the change strategy and elaborated a program Change management integrating the three pillars of change: Human Resources, Corporate Communications and Facilities (responsible for changing the layout).  We create a roadmap of communication strategy and conducted the briefing and evaluation of communication agencies.  We made insights of the culture that helped define the new ways of working and identify current barriers that hinder their implementation.  Identified trainings and workshops that would be appropriate to make the culture changes and prepare employees for new ways of working.

Results

 A big hit with this customer was the decision of the executive leaders to opt for a solution more suited to new ways of working.  Following the assertive guidelines of KUCCA, they have chosen not to maintain closed rooms.  Their decision was the key to reposition various aspects of culture that facilitates the implementation of new ways of working.  The strategic communication plan was integrated with other aspects of change, using the insights gained to develop more assertive messages throughout the change process.