Britvic
Renewables Advisory &
Fair Value Assessment
Britvic is a leading international soft drinks company, founded in the 1930s and now owning and marketing 39 popular brands. Listed on the London Stock Exchange and a part of the FTSE 250, Britvic operates in over 100 countries, with production facilities in Great Britain, Brazil, France, and Ireland.
Known for their innovation and commitment to sustainability, Britvic is the first UK soft drinks company to set Science Based Targets consistent with the 1.5 C pathway and having made good progress over the last five years, they remain committed to achieving net zero carbon emissions across the value chain by 2050. They contracted edenseven, Cambridge Management Consulting's sustainability sister-company, for two separate pieces of work linked to the long-term contracting of renewable assets as part of their ambition to decarbonise operations.
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The
Request
- An assessment of a proposed long term renewables contract structure for a new-to-earth development within the UK.
- An outline of the key areas of focus for Britvic in the contract structure and how this would form part of their ongoing decarbonisation plan, specifically linked to Scope 2 emissions.
- Analysis of how this contracting structure would align to Britvic’s long term commodity purchasing strategy.
- A post-deal fair value assessment of two contracting structures in the UK and Ireland.
- Build a detailed valuation model which would outline different forward pricing structures in both markets and liaise with Britvic’s auditors.
Knowledge & Skills
- Renewable Contracting: A clear understanding of contracting agreements linked to long term Corporate Power Purchase Agreements. The ability to highlight the right contracting structure which best fits a business like Britvic.
- Energy Market Expertise: A knowledge of the Wholesale Energy Markets and how pricing varies in the short- and long-term markets within different countries. The ability to construct sensible logic to price curves where market liquidity was poor.
- Data Analysis: The ability to build a detailed model which would pull together multiple data sets and give the ability for Britvic to scenario test for different outcomes and pricing structures.
- Report Generation: The creation of documentation and reports which condense detail from a complex model into clear and concise messaging,
Outcomes & Results
1
A detailed review of a proposed long term renewables contracting structure, outlining potential risks and areas Britvic should focus on through the negotiation phase.
2
A detailed model which gave Britvic the ability to dynamically assess the fair value of their renewable contracts across two countries with differing structures and pricing characteristics.
3
A structured report which outlined the key considerations and logic applied to the modelling process, shared internally with Britvic and Auditors.
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We were approached by one of the fastest growing data centre providers in Europe. With over 20 data centres throughout the continent, they are consistently meeting the need for scalable, high-performance infrastructure. Despite this, a key data centre in Scandinavia had become reliant on a single, non-redundant 1 Gbps internet service from a local provider, posing significant risks to operational continuity. To enhance the reliability of its network and resolve these risks, our client needed to establish additional connectivity paths to ensure the redundancy of its infrastructure. The Ask Cambridge Management Consulting was engaged to address these connectivity challenges by identifying and evaluating potential vendors and infrastructure options to create second and third connectivity paths. This involved exploring various types of connectivity, including internet access, point-to-point capacity, wavelengths, and dark fibre. Additionally, Cambridge MC was asked to provide recommendations for building a local fibre network around the data centre to control and maintain diverse paths. This would allow the data centre to connect directly to nearby points of presence (PoPs) and reduce dependency on external providers, thereby enhancing network resilience and operational control. The goal of this project was to ensure that the Nordic data centre could maintain continuous operations even in the event of a failure in the primary connection. Approach & Skills Cambridge MC approached the project with a focus on ensuring operational continuity and resilience for the data centre. By identifying multiple connectivity paths, we aimed to mitigate the risk of network failures and ensure that the data centre could maintain continuous operations even in the event of a failure in the primary connection. This approach allowed Cambridge MC to provide a comprehensive solution to address both immediate and long-term connectivity needs. We employed a combination of Agile and Waterfall methodologies to manage the project. The initial investigative phase allowed a Waterfall approach, in which our team conducted thorough research and analysis to identify potential vendors and connectivity options. This phase involved detailed interviews with various telecommunications providers and an assessment of publicly available information. Once the initial analysis was complete, the workflow transitioned to an Agile approach for the implementation phase. This allowed Cambridge MC to adapt to new information and feedback from stakeholders, ensuring that the final solution was both flexible and robust. Challenges Lack of information: One of the primary obstacles we faced was the lack of detailed network maps and information from some of the potential vendors. To overcome this, the team conducted extensive interviews with contacts at these companies and leveraged its existing network of industry contacts to gather as much information as possible. Remote location: Another challenge was the remote location of the data centre, which limited the availability of local infrastructure and required us to explore creative solutions for connectivity. Cambridge MC addressed this by proposing the construction of a local fibre network around the data centre, which would allow for greater control and flexibility in connecting to nearby PoPs. Fragmented factors: Additionally, coordinating with multiple vendors and ensuring that their services could be integrated seamlessly posed a logistical challenge. We mitigated this by recommending a phased approach to implementation, starting with the most critical connectivity paths and gradually expanding to include additional options. Outcomes & Results Increased Connectivity: Cambridge MC successfully identified and evaluated multiple connectivity paths for the data centre. By exploring various types of connectivity, including internet access, point-to-point capacity, wavelengths, and dark fibre, we provided a comprehensive solution that significantly enhanced network resilience and reliability. Greater Control & Flexibility: Our recommendations for building a local fibre network around the data centre allowed for greater control and flexibility in connecting to nearby points of presence, ensuring continuous operations even in the event of a failure in the primary connection. New Vendors: The team’s extensive network of industry contacts and deep understanding of the regional telecommunications landscape allowed for a thorough and nuanced evaluation of potential vendors and connectivity options. Scope for Future Work: Cambridge MC identified several future developments with the potential to further enhance international connectivity and provide additional redundancy for the data centre. We also proposed further assistance, including a site visit for a more in-depth analysis of options, issuing RFI/RFP to vendors for capacity and fibre, and conducting similar connectivity studies for other candidate sites in the region.
Thames Freeport this week revealed the eight companies selected to participate in the Freeport’s Connectivity Lab, an initiative focused on validating commercially proven technologies in live port and logistics environments.
Emerging as a hub for innovation, Thames Freeport is a unique initiative designed to stimulate trade and transform the lives of people in its region. Leveraging global connectivity and occupying a strategic position with intermodal capabilities across river, rail, and road, Thames Freeport has recognised its opportunity to drive economic regeneration for the local area. Thames Freeport engaged Cambridge Management Consulting to design a clear strategy for innovation over the next three to five years. Key considerations for this innovation strategy included objectives and KPIs, the future of the business ecosystem in the region, physical clusters and assets such as innovation hubs, and opportunities and challenges on the way. The Solution Working with our innovation partner, L Marks, Cambridge MC conducted an innovation strategy project which involved the following: Engaging with a range of stakeholders and partners from local authorities to corporate partners across the Thames Freeport area, leveraging interviews with key individuals to build a common picture of innovation aspirations, opportunities, and challenges. Conducting a series of workshops for the Thames Freeport team to consider visions and objectives, themes and focus areas, physical hubs and overall programme structure, and a three-year roadmap plan. Building a comprehensive innovation strategy which internalised all of the above questions. This was then presented to their board and formed the basis of the public tenders for innovation programmes that were then made public.
