The value of risk management in Ebitda Capture and growth.Turning individual processes into a value capture system. ATIPIC can help you, through the use of ATLAS, to enhance performance and create the transformation needed.

1. ATLASSystemTransformation©
A.Clements&T.Bernard
The ATLAS difference
True Ebitda capture – The value of risk management
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2. ATLASSystemTransformation©
A.Clements&T.Bernard
Capturing value - The Atlas difference
A process has the ability to generate, and set the
frame for, result creation
The main reasons for not capturing sustainable value as expected in
business transformation models is the small but significant difference
between a process and a system
A system is the mechanism to actually produce the
results. It is more than the sum of the processes.
This embeds and encompasses empowerment,
ownership and alignment of, and for, actions.
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A B
DC
Leadership

3. ATLASSystemTransformation©
A.Clements&T.Bernard
The 4 enablers of the ATLAS system are:
• Understanding
• Reacting
• Preventing and
• Measuring
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Performance System Transformation Enablers
Market data
Technical Indicators by Process to be
able to benchmark
UNDERSTAND
MEASURE
Financial indicators by process environnement,
quality and Risk/ Opportunity drivers
REACT
Value creation / Ebitda operational
bridge / Manageable KPIs
PREVENT
Action plan based upon
results, risk & Opportunities
Risk Management
Continuous
Improvement
Continuous
Improvement
Creating insight
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2 6
73
Project & Actions
Definition
Project & Action portfolio
review
Strategic Direction Projects & Actions
valuation
360
Brainstorming
sessions
Projects and
mitigation
actions Portfolio
EBITDA
Impact
Visualization
Piloting
Consolidati
on and
review
Strategic
Planning and
Alignment
Action Valuation
& Execution
Insight
Empowering
Risk management and Continuous
improvement…
…and we link all of this into Ebitda
generation
Delivering
…to capture synergies
The system …

4. ATLASSystemTransformation©
A.Clements&T.Bernard
• By using risk management as the driver of this strategic review
we can achieve a better result ratio than most management
performance models.
• We use both risk and opportunity as key inputs
• We use internal and external action input
• There is a feedback loop incorporating the actions associated
with barrier strength and removal of governance controls
forced upon us by rigid compliance and self defined KPI’s
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Understanding
Through this approach we address beliefs 1, 2 and 3
Typical result targets using regular
performance transformation processes Enhanced result targets using risk
based transformation system
Normal 70% target
attrition
ATLAS reduced target
attrition
Opportunity and feedback

5. ATLASSystemTransformation©
A.Clements&T.Bernard
• Knowing where and when to react,
understanding the difference between wants and
needs and wishes and creating the transparency
needed to align decentralized management
strategies is a powerful insight into value
creation.
• By working on top and bottom line growth and
leakage we can capture more value than
traditional methods.
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React
Focusing on enablers
This approach covers belief 1 and 3
Not only focus on the actions we have identified…
...but also on why we are not capturing the full value…
… and feedback and correct day to day issues

6. ATLASSystemTransformation©
A.Clements&T.Bernard
• Different management members working on non holistic
and aligned strategies to achieve KPI’s which are not aligned
is a common mistake in many companies. Certainly
between operations and finance there are
misunderstandings.
• The insight and transparency created through the
management bridge rather than the Ebitda bridge is key to
aligning understandings and cementing the actions into a
common goal. The risk manager, in this case, is a glue
sticking the different pieces together to form a common
picture. A System.
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Prevent
This addresses belief 2
Transparency and communication Convert the financial bridge…
… into a management bridge creating
transparency
The Financial Bridge is not the end
Transparency generated through risk
management strengthens barriers which
sustains ebitda growth

7. ATLASSystemTransformation©
A.Clements&T.Bernard
• On the surface two people with the same kpi would appear to be aligned. But
if one persons goal is to produce tonnes and the other aimed at creating
sustainable Ebitda then there can be a misunderstanding. Transparency of
where value is being created, or lost, is fundamental in establishing a
common strategy.
• Through selective use of financial and operationally aligned KPI’s we can have
–long and short term goals
–Address frequency and severity issues
–By forcing restricted CAPEX philosophy we can ensure value creating actions are effectively
implemented and drive needs not what’s
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Measure
Opportunity and feedback
This addresses belief 3

8. ATLASSystemTransformation©
A.Clements&T.Bernard
Risk Management is the
process that generates the
most value
Companies should focus on
the future not on the past
Managers manage what they
know unaware of what they
do not know
We need to innovate to grow and
become resilient
We need to understand where we
need to be rather than where we
were
We need to understand where, in
our business process, we are
generating the most value
Innovation Future Value
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The Atlas Beliefs:-
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Belief 1 Belief 2 Belief 3

9. ATLASSystemTransformation©
A.Clements&T.Bernard
Client Need Analysis
Vital
Leading not following
Stabilized cost efficient production
Agility and resilience
Important
Understanding processes
Action prioritization
Sustainable reporting
Key
Creating strength but agility
Lessons learnt
Step change in value creation
Big deal
Quick win cost saving
Incident reduction
Process stabilization
Incurred cost
Stakeholder value
One pager
Operational
Risk
Management
Knowledge
Management
Value Plan
ATLAS
Management
Bridge
Opportunity
Management
Quality
Environment
KPI
development
Maintenance
ARM
Companies with low
maturity and need
quick win
Financially strong and in public
view but need sustainability and
differentiation
Relatively strong companies
but need to step change to
stakeholder value concept
Companies with non tangible
risks but systems need to be
reinforced

10. ATLASSystemTransformation©
A.Clements&T.Bernard
Adrian Clements
Adrian.M.Clements@Outlook.com
+49 174 852 23 15
Deep experience in both heavy industry and finance through insurance and
steel, mining, and food industry exposure. Self-motivated, forward thinking
executive with high profile companies in challenging environments. Through
deep learning and knowledge is able to rethink business models and restructure
them to create opportunities and sustainability. High focus on stakeholder value
enhancement and shop floor buy in.
Internationally recognised risk management professional.
Thierry Bernard
Thierry15090@gmail.com
+33 6 34 90 96 78
International Executive with P&L and corporate experience at ArcelorMittal,
Tereos and Saint Gobain, and with CEO experience in a mid-sized US private
equity-owned manufacturing company. Has successfully driven results by
employing disruptive strategies including Organizational Transformation,
Operational Excellence Implementation, Business Process Re-Engineering, and
Creative Strategic Marketing.
American and European citizen, Thierry has proven achievements in complex
and multicultural contexts working with local management teams in five
continents.
Our Team
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11. ATLASSystemTransformation©
A.Clements&T.Bernard
T H E F U T U R E A W A I T S
Can we help you?
AT L A S
V A L U E
C R E A T I O N
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