Sector: FMCG
Service: Restructuring
Re-design of the Benelux organization for a global multinational in the confectionery
Benadering
We first designed our closure strategy based on our values and business principles. We recognised the impact on our employees and aimed for a smooth and respectful site closure. We designed a plan based on the social impact analysis and legal aspects and developed this plan in collaboration with the management, unions, and works councils .
Context
The board discussed the commercial and operational European footprint and decided reallocating the production facilities outside of Europe.
The closure of the production unit involved finding a balance between the impact on our employees and the need to continue operations, which was crucial for our customers. The goal was to execute this transition smoothly and socially responsibly, in collaboration with the unions and works councils, and to minimize the social impact as much as possible.
Impact
The social plan was accepted and rolled out within the expected timeframe.
Reorganization of the Benelux organization, including reallocating production facilities and related functions.
I led the closure of a production unit in the Netherlands that was relocated to a low-cost country specifically related to all the HR aspects. I led key HR workstreams and consolidated across them. We developed and rolled out a closure plan to minimize the social impact on our employees (WMCO).