Global Utility – EBITDA Improvement Program

The Challenge

The Company required a comprehensive EBITDA improvement programme spanning both Water and Waste divisions, in France and internationally. The programme had to address workforce productivity, process inefficiency, inflated SG&A costs, and the need for organisational redesign — while absorbing exogenous effects from revenue drops and inflation.

The Methodology

WF1: Workforce productivity — management rituals per geographic region.
WF2: Process redesign on complete contract execution timeline.
WF3: Intervention support services reorganisation and cost optimisation.
WF4: SG&A cost reduction plan — Waste & Water divisions.
WF5: Group lean process reengineering — 40 key processes (FR + abroad).
Process governance implementation to sustain business performance.

The Results

Management rituals deployed by region to control and improve field intervention performance.
End to end contract execution process redesigned to improve margin, reduce complexity, and raise service quality.
Support structure costs reduced through a combination of organizational redesign and digital tools.
Structural cost reduction delivered, offsetting revenue decline and inflationary pressure.
Several dozen core processes reengineered across multiple business lines and geographies, with process governance deployed for sustained performance.

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