Our clients and our work

The starting point

ENRD is the hub that connects rural development stakeholders throughout the European Union (EU) and it contributes to the effective implementation of Member States' Rural Development Programmes by generating and sharing knowledge, as well as through facilitating information exchange and cooperation across rural Europe.

Kantor’s biggest ever project won, the Contact Point project for the development of the European Network for Rural Development (ENRD), was assigned in June 2008. It was a six-year long contract, which was annually renewable until 2014 with an total value of €21 million. This is the largest contract DG AGRI has awarded to a consulting firm and won against major international consulting firms. Its aim was to develop the NRNs (National Rural Networks) in all 27 European Union Members-States and support the introduction and infrastructure for implementation of the new Rural Development pillar of the CAP (Common Agricultural Policy) for the period 2014-2020. The ENRD is a new instrument of the CAP, which now strongly recognises the potential of networking and partnership building in achieving the policy’s strategic objectives. Namely; increased efficiency in the food chain, improving the environment and the quality of life of those living in rural areas.

The journey

The ENRD Contact Point provides the European Commission (Directorate General for Agriculture and Rural Development) with technical assistance in support of the European Network for Rural Development. As the primary support mechanism for the ENRD, its main activities include: Support to the Coordination committee, LEADER Subcommittee, Thematic Working Groups; Support for ENRD cooperation, information exchange, networking and publications; Support for analysis/summary of rural development programmes and monitoring indicators; Collection and dissemination of relevant experience on programme implementation; Organising European level meetings and seminars. In operational terms the Contact Point is organised in three Groups which reflect the three main elements of the ENRD strategy, namely: Knowledge development (analysis) Knowledge sharing (communication) Exchange and cooperation (networking)

Among other things our work consists of developing and communicating initiatives including:

• Knowledge transfer and Innovation
• Rural entrepreneurship and Short supply chains
• Rural investment, evaluation and financing
• Better Local Development Strategies
• Improving Environmental services, as well as
• Coaching the NRNs in pursuing and implementing these initiatives.

The impact

ENRD is the hub that connects rural development stakeholders throughout the European Union (EU) and it contributes to the effective implementation of Member States' Rural Development Programmes by generating and sharing knowledge, as well as through facilitating information exchange and cooperation across rural Europe.

Over the life of the project the reach of the ENRD’s on-line and off-line communication channels has been constantly increasing. These range from the vast knowledge base of the ENRD website itself, to the team’s participation in workshops in rural area all over Europe, to the 500+ examples of relevant project experiences promoted by the ENRD. These outputs and many others, although hard to quantify, have had an increasing and positive impact on the many individual stakeholders and rural communities involved in EU rural development. Most importantly,a platform for exchange has been created and there is now a much stronger dialogue between those responsible for designing, managing and implementing the support funds.

The starting point

The European Neighbourhood and Partnership Instrument (ENPI), is the main financing tool for providing assistance to Ukraine, and aid delivery to Ukraine and other EU neighbourhood countries will increasingly rely on their national systems through the progressive focus and use of mechanisms such as budget support. In the case of Ukraine, budget support has been pioneered to take place in the energy sector of the country. The EC Budget Support programme to the energy sector of Ukraine is the first of its kind in Ukraine and in ENPI countries, and follows the signing of the Financing Agreement by the EC and the Ministry of Economy in September 2008.

Ukraine received €82 mil from the EU under a specialized instrument (Sector Budget Support) in order to enhance its capacity to implement its national energy strategy. The disbursement of the funds was attached to a set of performance indicators that had to be achieved.

The journey

Kantor won the EC contract to support the Ministry of Fuel and Coal Industry of Ukraine to achieve the necessary conditionalities for the disbursement of the funding. We established a project office with 12 permanent staff and mobilized over 50 specialists to deliver over 20 workshops, seminars and draft over 60 energy related technical reports. Our work included inter alia: the preparation of Road Map for Energy Efficiency as a part of Ukraine’s obligations under ECT, analysis of existing Ukrainian regulatory framework for implementation of EC key Directives, Road Map design encompassing actions for implementation and sources of information the review of national framework for PPP development in the energy sector of Ukraine and subsequent recommendations supporting the client to the implementation of obligations arising from the recent joining of Ukraine in the Energy Community and electricity transmission system synchronization initiatives under ENTSO-E Support with the assessment of financing mechanisms (PPPs) for large energy infrastructure projects We also conducted extensive training to targeted audiences within the Ministry on specialized subjects varying from technical issues related to the electricity sector to financial and legal discipline

The impact

• The Ministry of Fuel and Coal Industry is now well-qualified, in terms of the necessary skills and capacities, to implement Ukraine’s obligations under the Energy Community Treaty
• An effective system to monitor fulfillment of the indicators identified by the Financing Agreement for the budget support programme is in place
• Detailed Road Maps and a National Energy Efficiency Action Plan (NEEAP) for compliance with EC Energy Efficiency and Renewable Energy Directives have been developed
• Significant progress has been made in terms of the harmonization of Ukrainian energy legislation with EC Acquis and the synchronization initiatives under the ENTSO-E

The starting point

Kantor, in partnership with Booz & Company, undertook a comprehensive strategy review and diagnostic for a leading firm in the oil refinery and retail market, for the purposes of identifying strategies and mechanisms for the company to improve its profitability.

The journey

During Kantor and Booz & Company support to the Group’s management, the team

• Assessed market environment and highlighted key trends/ risks
• Developed a set of hypothesis for Group’s low competitiveness levels and tested them based on a detailed set of benchmarks/ best practices, focusing on the areas of E&P, Refining & Chemicals, Domestic and International Retail, Organisation & HR
• Performed a portfolio analysis assessing various strategic organic and inorganic opportunities
• Identified numerous of commercial/ operational improvement initiatives related to:
  • Maintenance
  • Logistics optimisation (shipping, trucking and storage & handling)
  • Network footprint rationalisation
  • Dealer offer and pricing policy
• Assessed the organizational structure, key processes and capabilities, focusing on Shared Services. Proposed and designed a Group Shared Services Organisation, including revised processes, roles, staffing levels and SLAs
• Assessed and revised the key HR systems (performance appraisal, manpower and succession plan, pay & reward systems)
• Developed the revised business plan and supported in the implementation for 2 years

The impact

Kantor’s work throughout the engagement resulted in the following

• Development of a 3 year Transformation program targeting at EBITDA growth of €250m in 4 years
• Set up a PMO to monitor progress of implementation process
• Implementation of new Group Shared Services Organisation, affecting 500 employees
• Organisation integration of a major retail player in the Group’s Retail BU, post the acquisition
• Implementation of a voluntary retirement plan , achieving €21mil annual benefit for the Group
• Implementation of new HR systems and a new labor relations framework (new Collective Labor Agreement after negotiations with the Union)
• So far the Transformation Program has delivered savings of over €150m

The starting point

As the Greek telecom market reaches maturity, operators have a dilemma of how to handle their heavy distribution network, which in most cases, includes an extensive (and expensive) mono-brand retail chain, which is set up to cater for a growing and not a mature market.

We were called upon to assist the operator’s high-level management in redrawing a strategy for its channels and to work together with middle management in designing mechanisms to facilitate efficient decision-making in the medium and long term.

The journey

Our team worked closely with the client in delving into the available data and coming up with structured ideas and proposals which facilitated a review of the overall strategy and a revision of the existing commercial policy. At the same time, we developed a range of tools for the client’s future use, such as a monthly-produced channel report pack.

We also introduced new concepts such as a channel management action plan, outlining a team, a process and a flagging-up tool to make periodical suggestions for improving channel management.

The impact

Our client pioneered a new approach and a new franchise model, (subsequently adopted by competitors) which served it well in the new market conditions.

The channels enjoyed positive key performance indicators and additional sales, generating significant value for themselves and the company and the client successfully expanded its offer to new product lines.

The starting point

Energy prices in Egypt are heavily subsidised. As energy prices increase internationally, the burden of these subsidies on the Egyptian budget is heavy, whilst artificially low prices impact negatively upon energy use and economic competitiveness. Price reform entails an assessment of the true costs of production and supply of energy products (oil products, electricity and gas), structuring of full cost recovery prices and assessment of the socioeconomic impact of price changes under different transition scenarios. The World Bank commissioned us to assist the Egyptian Government to undertake the above steps and formulate a new national energy pricing strategy.

The journey

Our team worked closely with six ministries to collect and analyse cost and revenue data across all energy sub-sectors. We also formulated realistic projections of future oil, gas and electricity demand, and associated requirements in terms of new plant and infrastructure investments.

We developed a suite of tools and models to predict economic prices, financial impacts on enterprises within the sector, and impacts on the economy and on vulnerable sectors of the population. The models were designed so as to enable the client to revisit and refine strategy in future. We provided extensive training to ministry staff to enhance their understanding of the tools. We proposed transition strategies for price reforms and targeted measures to alleviate impacts on poor consumers and also developed a detailed action plan for strategy implementation.

The impact

Our client now has a clear understanding of the economics of energy production and supply in Egypt, interactions within the economy, and the socioeconomic impact of price reform. This will enable informed decisions on pricing strategies to be made.

The client is able to use models and tools effectively so as to modify and shape strategies that suit its requirements and an action plan for reform has also been drawn up.

The starting point Research*eu is a European Union research magazine which aims to broaden the debate between science and society. It presents and analyses projects, results and initiatives and is written by independent professional journalists and published in English, French, German and Spanish. Qwentes was chosen by the European Commission Directorate-General for Research to deliver the content for ten issues a year of the magazine for a period of 4 years. We re-branded “RTD info” as “research*eu” and reinforced its editorial line.

The journey

Our editorial team produced an attractive and scientifically rigorous magazine which covered current research issues in Europe and contributed to bringing science and society closer. Its compelling articles invite the reader to explore science and the European Research Area. Interviews and portraits tell the stories of people in the world of research. We worked closely with the client and have developed a smooth and effective workflow, allowing both sides to exchange ideas for content.

The impact

From a run of 20,000 copies per issue in 1994, research*eu reached a total of 126,000 copies in 2010, and is now considered the flagship periodical publication of the European Commission. The readership increased from 600,000 in 2004 to 1,000,000 in 2009 and the magazine is distributed to 150 countries. A large number of letters to the editor express great satisfaction with the clarity, attractiveness and accessibility of the publication. In a 2008 Eurobarometer survey, research*eu content was described as professional, scientific but also accessible for a wide audience.