Agenda Day 2, October 15th, 2021:   (see Agenda Day 1)     (back to Merger Integration Event Summary)

09.00 – Opening Remarks from the Chair

Gabe Langerak, Western Europe M&A Leader, Willis Towers Watson

09.15 – Implementation and Execution of Divestment Strategies

·        Divestment strategy

·        How to launch a successful divestment process

·        Excellence in deal execution

Andre Hoedemaker, Vice-President M&A, CRH

10.00 - Define and Implement an M&A Framework to Improve Overall Business Processes and Global Quality

• Due Diligece Assessment used for internal project or division audit

• Integration framework create reference for existing division needing improvement

• Coordination created between all teams for Integration project can improve global interaction between division (become business helper !)

• Propose clear Service Portfolio for internal usage based on standard best practices (inspired by Big Consulting Companies)

• Use Case in SGS with former “IT M&A CoE” moving to “IT M&A Services CoE” adding new services in Portfolio (e.g. Internal Project Review)

Fabrice Romelard, Head of IT Merger & Acquisition Services, SGS

10.45 – Coffee and Networking

11.15 – The Role of HR in Corporate Development

·        Building the M&A capability within HR

·        Embedding the HR M&A capability within the organisation

·        The ability to deliver

·        The transaction

Emilia Stoytcheva, M&A Lead, Human Resources, Nokia  

virtually presented sessions:

12.00 – Setting up and Managing Transition Service Agreements in Divestments

• When is a TSA required?

• Ensuring a well-defined transition services agreement

• The Carve-out versus the TSA

• Scope of services, duration and pricing

• Non-performance and dispute resolution; the legal aspects of a good TSA

• The link to PMI: separation or migration?

• Managing the TSA and transitioning out of the TSA

Luigi Bonfatti, Head, Global Strategic Partnerships, GSK Vaccines

12.45 – Lunch Break

13.45 - Managing Multiple Integrations in Parallel: Nexi – SIA – Nets Case Study

·        Nexi group: the road to become the payment leader in Europe

·        Sia and Nets integration: timing and objectives

·        Running two integration in parallel: our approach and lesson learned

Francesco Gaini, Group Head Strategic Planning and Reporting and Post Merger Integration, Nexi

14.30 - How does BASF Organize Itself to Constantly Run M&A Activities and a Deep Dive on What We do in Supply Chain and Logistics to ensure a Smooth Transaction and Business Continuity

Michel Weinketz, Head of Practice Group Supply Chain Acquisitions and Divestitures (GBM/S), BASF

15.15 – Afternoon Coffee and Networking

15.30 – Case Study: Managing an Integration during a Pandemic

Emma Barton, Director, Alliance and Integration

Management, AstraZeneca

16.15 –  An Integration and Project Management Centre of Excellence

·        Designing and building a CoE for M&A (Integration and Divestments) and Change Management (projects)

·        Developing operating models, tools, KPI’s & updating

·        Talent factory and people development

·        Relationship and governance within the business

·        Alignment with (and leveraging existing programmes) transversal functions and wider transformations programmes

Marc Eckerhall, Director, Global Aftersales PMO, AGCO International

17.00 – Closing Remarks from the Chair and End of Forum

(see Agenda Day 1)      (back to Merger Integration Event Summary)