French Subsidiary Of International Industrial Services Company, Needed Reorganising
The Situation
After benchmarking the operations of the French subsidiary with the other subsidiaries of the group, the Board decided to downsize the French activity to 50% capacity.
This downsizing required that the legal procedures for collective dismissal were strictly adhered to.
Given this situation, the company requested a crisis manager with in depth knowledge of the French labour market and the ability to communicate with the Dutch HQ.
Given the international nature of the customer base, it was of the utmost importance that social conflicts were avoided or at least kept to a minimum.
This downsizing required that the legal procedures for collective dismissal were strictly adhered to.
Given this situation, the company requested a crisis manager with in depth knowledge of the French labour market and the ability to communicate with the Dutch HQ.
Given the international nature of the customer base, it was of the utmost importance that social conflicts were avoided or at least kept to a minimum.
The Solution
Through its international network, the WIL Group proposed a Belgian Crisis Manager with extensive experience in France, mastering both the French and Dutch languages.
The Interim Manager was responsible for analysing the local situation and rolling out the restructuring plan according to the French legislation.
The Interim Manager was responsible for analysing the local situation and rolling out the restructuring plan according to the French legislation.
The Result
After a thorough analysis, the Interim Manager concluded that the French subsidiary was no longer viable. Subsequently, the Board decided to shut down the activity completely.
The Interim Manager rolled out the procedure for the shutdown in accordance with the local legislation (book 1, book 2,).
Through a clear and open communication with the Workers’ Counsel, the Crisis Manager managed to avoid social conflicts.
The shutdown was therefore concluded in an orderly manner within the timeframe and budget approved by the Board.
The Interim Manager rolled out the procedure for the shutdown in accordance with the local legislation (book 1, book 2,).
Through a clear and open communication with the Workers’ Counsel, the Crisis Manager managed to avoid social conflicts.
The shutdown was therefore concluded in an orderly manner within the timeframe and budget approved by the Board.
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