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Finance Club – Session I

19th July, 2019

Finance Club: Core Team

• Qualification: MSc (Economics), BE • Qualification: CA, CFA (USA)

(Chemical Engineering), CFA Level II
AIR in CA Inter (4th) and Finals (19th)
• Domain: Private Equity, Investment Banking,
• Domain: Transaction advisory services,
Equity Research
corporate taxation and treasury
• Firms: ART Capital, IIFL Institutional Equities,
• Firms: Ernst & Young

“I feel understanding Finance is crucial for solving some of the most “My experience in financial due diligence exposed me to the financial
critical problems that we face, not just as individuals but also as a analysis and transactions. I realized that at the end of it it’s a game of
society and country” money and finance is closely tied with all business activities”
Shreyank Jamar Divyanshu Chokhani
President Vice -President

• Qualification: B.E(Hons.) Mechanical, BITS- • Qualification: CA

• Domain: Financial planning and analysis,
• Domain: Venture Capital Investing, Prop Accounting and Audit ; Business development
Trading and marketing
• Firms: Venture East, Capstone • Firms: Bunge India Private Ltd. , Snackible,
Pricewaterhouse Coopers

“I got hooked to finance since my sophomore year in undergrad. Having

worked mostly in the financial markets as a prop trader, I strongly feel “I am passionate about finance because it has a touchpoint with all
that finance is the backbone of all businesses and the breadth of other business functions and is an integral part of any strategy.”
opportunities that finance as a career choice offers is enormous”
Gautam Palukuri Ruchika Khemka
Alumni Relations Cooridnator Marketing & Communications Coordinator

Finance Club: Core Team
• Qualification: Masters in Economics, BITS • Qualification: CA
• Domain: Financial planning and analysis,
• Domain: Risk Accounting and Audit ; Business development
and marketing
• Firms: Credit Suisse
• Firms: Bunge India Private Ltd. , Snackible,
Pricewaterhouse Coopers

“I just Love the dynamics of the daily challenges that the field of finance “I am passionate about finance because it has a touchpoint with all
offers” other business functions and is an integral part of any strategy.”

Prabeen Kumar Ghadia Shobhit Saxena

Events Coordinator Learning and Development Coordinator

Personal, Business and Environmental Factors Influence on Erik Weytjens’ Decisions and Actions
Personal Business Environmental
Factors Factors Factors
• Long Term Plan: Revolved around • Profitability: Operating losses in last 7 • Unionization: Animosity between
returning to consulting and McKinsey but years with accumulation of large debt and management and unions
motivated to acquire some line depleted equity • Government: Provided last round of bail-
management experience • Take-off plan: Focused on restructuring, out and agreed not to interfere say day-to-
equity infusion, driving profitability along day operations
• Inspiration: Had lot of respect for Luc
with cost cutting measures such as • Macroeconomic Environment: The
Cloetens for his management and
reduction in workforce company has faced the impact of the Gulf
leadership skills
• Management: New leadership attracted War on airline travel, declining economic
• Motivation: Believed that being involved by the enormous challenges of turning condition in many countries it served and
in a turnaround process would be an around Sabena strong price competition
excellent learning opportunity and
• Strategy: Focused on differentiation
personal challenge Impact
instead of cost as the company was
Impact overstaffed and inefficient • Laying off 10% to 15% workforce would
 Knowing that he can go back to a career Impact receive backlash due to unionization,
with McKinsery and consulting as a whole,  He will receive support for his decisions hence, plans to cut workforce would
Eric Weytjens would have large appetite from new management as they have involve significant negotiation with unions
to take risk and to make critical decisions. similar motivation to join Sabena and will • With Government deciding to separate
take extra-ordinary steps for turnaround itself from daily operations, Erik and senior
 These decision would be critical for
 However, with limited liquidity, his decision managers will be able to make decisions
survival of Sabena and many would be
criteria must incorporate cost-benefit which are most optimal for the business
reluctant to make such decisions as it can
potentially go wrong and lead to further tradeoff and should generate quick and • However, with no future bail-outs, major
damage positive ROIs decisions have to be unerring
 All the decisions taken by him would need • With negative macro-economic factors, it
 Also, being part a highly publicized
take consider the new positioning of the would be much harder for Sabena to
turnaround plan would give critical
management skills and confidence which company as an airline known for the recover and would need to drive the
he can leverage for his career in consulting quality of its product and reliability of its changes within the company instead of
service relying on economic environment

Situation at Sabena Catering
Despite being a critical division , Sabena Catering organizational structure had major weaknesses which promoted
unionization and disrupted productivity
Weaknesses Impact & Possible Solutions
Unionization Unionization
 Workers at Sabena Catering were represented by  With an atmosphere of labor-management distrust, Sabena experienced frequent
strikes which could last long. As products were so prone to spoilage, even a minor
three politically based labor unions
stoppage could lead to significant loss. This gave huge bargaining power to
 Upon joining, employee was required to select a union unions who were willing to exploit workers for their own goals
to be his or her representative  Godfroid’s goal to create customer value, control cost and create pride in the
 Employee could call out strikes if they felt they have company faced huge barriers in the form of Unions
been mistreated  Godfroid should weaken the power of unions by leveraging political attention
Sabena is receiving as well as educating its workforce about his plan to bring the
Vulnerable to Strikes in Other Divisions company back to profitability
 Strikes in other divisions had the potential to affect Lack of Diversified Revenue / Economies of Scale
operations at Sabena Catering  The performance of Sabena Catering was heavily dependent on Sabena Airlines.
Lack of Diversified Revenue / Economies of Scale For the division to be profitable, it should diversify its revenue streams and reduce
the exposure to Sabena Airlines
 Sabena Catering sold it services to other airlines
 Godfroid should push for Zaventem Airport as a hub which would allow Sabena
whose flight originated by Zaventem Airport, however,
Catering to serve diversified customers. It would also promote Economies of
it represented only 30% of total work Scale as more large airlines becomes its customers
Non-Core Work Non-Core Work
 Catering also supplied pilot’s maps, cabin documents  Performing non-core task reduces efficiency which cerates a barrier to profitability.
and other regulatory forms to Sabena flights Sabena Catering should focus on its core offerings and non-core activities should
be given to other department or outsourced
originating in Brussels
Shift-based Working Hours
Shift-based Working Hours
 Fixed working house can potentially discouraged focus on productivity
 Employees worked in fixed 8 hour and 15 minutes shift  Godfroid preference was to give people clear targets, let them operate as they
instead of productivity based schedule saw fit and to reward those who performed well

Addressing the Problems in Dishwashing Department
o Dishwashing area at Sabena was continuously backlogged
o There were significant delay in processing of trolleys containing unconsumed food and refuse which led to piling up of dirty carts
o Delays were caused due to frequent breaking down of dishwashing machines
o Blame Game among dishwashing department and maintenance crew with no one taking responsibility and significant tension among the two
Plan of Action for Erik Weytjens

1. Perform Deep Dive Assessment of Situation

o Firstly, Erik would need to gather more information about the situation which would include studying the entire dishwashing process and discovering the
flaws that has led to such situation. He would need to have a detailed inspection to assess whether it is fault of dishwashing department or the
maintenance crew or any other division and the magnitude of change that is needed to overcome this situation
2. Resolve Conflict Between Teams
o Before any changes to the process is proposed, Erik would need to interact with member of both the team and ask them to cooperate. He would need to
promote open dialog between the two parties and convey to them the importance of their collaboration for the entire organization. Instead of issues
raised to unions, Erik would need to resolve the conflict between the two team himself and have them on the same page
3. Implement Any Changes Needed
o After identifying the root-cause of the problem, Erik would need to implement changes to the process which may include giving more responsibility to one
team or certain changes in the entire process or even some kind organizational restructuring
o Additionally, he can consider capex in the form of new machines if breakdown in machines are expected to continue
4. Optimize and Streamline the Process
o Furthermore, Erik would need to see any measure that can possibly optimize the process. He can implement necessary tools and checks in place which
ensures there is no delay in the dish washing process
o Also, he can either form a new team or assign additional responsibility to existing teams that operates in late night to clear any backlog in dishwashing
5. Development of Manuals and SOPs
o He would need to develop a formal guideline for the entire process. Manuals and SOPs should be developed after taking inputs from both the teams.
o Strict accountability measures based on KRAs should be implemented.