Solvay : IS audit

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As part of its strategic repositioning plans, Solvay wishes to prepare for the autonomy of one of its historical activities (BU or Business Unit linked to sodium bicarbonate) in a separate entity.

Context and objectives

Solvay is a leading international chemicals and advanced materials group. It employs 23,000 people in 64 countries.

As part of its strategic repositioning plans, Solvay wishes to prepare for the spin-off of one of its historical activities (BU or Business Unit linked to sodium bicarbonate) into a separate entity.

Following a call for tenders, the Group’s M&A IT department selected Netsystem to assist with this spin-off. The objective is to analyse the current Information System in order to conceptualise a new model adapted to the BU, with a view to a potential spin-off.

Business challenge

The assignment was carried out in four stages:

Audit: setting up and running workshops focusing on technical areas (infrastructure, telecoms, security, etc.), business areas (applications, processes, data, etc.) and organisational areas (operational model, resources, services). In all, more than 500 applications were listed, 150 of which were classified as critical. The conclusion of this first audit phase was delivered in the form of diagrams, application maps including flows, data and interfaces with third parties, and summary representations of the organisation and services.
Qualification of key hypotheses with Solvay: in line with the operational model adopted by Solvay, statement of hypotheses by domain, validation or correction of these hypotheses, arbitration by Solvay (IT Department, M&A, BU Management).
Development of the BU’s target IS in “standalone” mode. Proposals for an operational model, an organisation (definition of key roles within the IT Department), simplification in terms of the application landscape, an architecture and technical solutions, and profiles of potential service providers. Estimates of project costs and recurring costs were drawn up.
Validation and iteration stage with Solvay to produce the deliverable

Response and method

Production of a “High Level Design” type deliverable including a detailed audit of the current IS, a summary presentation of the target IS proposal and its organisation, a project portfolio and schedule and cost estimates. This report gives Solvay the perspective it needs to make decisions as part of its project to make the business autonomous.

Key success factors

Netsystem’s positioning: agility and responsiveness meant that the system could be adapted throughout the assignment to meet the Group’s requirements.
The expertise and close collaboration of the consultants, who were able to pool their complementary skills under the leadership of Lionel Gros, Netsystem’s Principal Consultant.
Netsystem’s strong M&A component (10 years of track record) and its knowledge of the Solvay Group were decisive assets in ensuring the success of the assignment. Solvay and Netsystem had already worked together on a carve-out project in 2014-2015.