Sector: Original Equipment Manufacturer | Food
Service: Restructuring
Carve out business units to establish independent subsidiaries for an Original Equipment Manufacturer (OEM) and a multinational in the food industry
Approach
I supported the business in developing a new business strategy and identifying growth opportunities. My specific role was to analyze the legal implications and potential risks associated with the carve-outs. This involved close collaboration with the legal, finance, and ICT teams to establish the new organization.
Based on the legal assessments and HR implications, I led negotiations with the works councils and unions. Additionally, I oversaw the communication to affected individuals, ensuring a clear message, follow-up, and inclusiveness.
Context
Leading the separation of business units into independent subsidiaries in Europe requires a careful combination of legal knowledge, HR expertise, and strategic planning. Our task was addressing the complex interaction of legal and HR considerations alongside the business, discovering new growth opportunities, improving resource utilisation, and strengthening their competitive position in the market.
Embracing a collaborative and agile approach is crucial for navigating the complexities of separation transactions and achieving long-term success.
Impact
Although tense at times, the process was never derailed. The carve-outs were delivered on time and within scope.
The collaborations between our teams, the unions, and the works councils were evaluated positively despite the impact on pensions caused by change to other sectors.
Navigating the Legal and HR Landscape: Carving Out Business Units into independent subsidiaries in Europe.
I led several carve-outs of business units into independent subsidiaries related to all the legal HR aspects. Employees are central to the success of any transition, and managing their concerns with empathy and transparency is paramount.