EMCC European Monitoring Centre on Change

Schneider Electric

16 Jul, 2015
    • Germany
    • Non-European country
  • Organisation size

    1000+

  • Establishment size

    1000+

  • Type of restructuring
    • Business expansion
    • Internal restructuring
    • Merger/Acquisition
  • Ownership
    • Private
  • Involved actors

    • Business partners/supply chain
    • Others
  • Anticipation of change activities
    • Strategic long-term monitoring of individual organisations economic and financial situation
    • Strategic long-term monitoring of market and technological developments
    • Establishment of networks/partnerships with regular exchange facilities
    • Development and maintenance of capacities and competencies for anticipation of change
    • R&D - innovation
  • Management of change activities
    • Diagnosis of the situation and designing change procedures
    • Information and consultation of workers or their representatives
    • Monitoring of the impact of the restructuring
    • Multistakeholder communication and networking
 

The European Foundation for the Improvement of Living and Working Conditions organised a seminar for its company network on November 29–30, 2007, hosted by Santander at its corporate headquarters in Madrid, Spain. In intensive discussions over the two days, 32 representatives from companies, trade unions, universities, research organisations and the European Commission discussed the management of change in EU cross-border mergers and acquisitions (M & A). The Schneider Electric case was presented by Robert Immele, Senior Vice-President responsible for Corporate Strategy and Acquisition at the company.
 

keywords
  • Cross-border restructuring
  • Globalisation/Internationalisation