Spin-off, a new company formed when a parent company carves out a portion of its business, which then operates as an independent company. Spin-offs face unique environmental, health, and safety (EHS) challenges. Because spin-offs are new companies with different business interests and priorities than their parent company, a new EHS strategy and supporting programs must
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To create leaner, more effective EHS organizations that support the new and changing business conditions that occur after a complicated transaction, EHS leaders often need to rethink the vision, scope, and expression of their EHS organization. This places a premium on an already-challenging question: how do you design the EHS organization for a post-merger company? This article provides tips for designing and refining EHS organizations.
Consolidation in the agricultural chemicals sector presents challenges and opportunities for EHS and sustainability leaders. Companies that control the majority of the world’s seed and crop protection sales — BASF, Bayer, Dow, DuPont, Monsanto, and Syngenta — have already been swept up in the wave of restructuring. Once a deal is announced, EHS leaders need to engage proactively. The following are five key areas for action…
Contemporary businesses regularly use mergers and acquisitions (M&A) to the extent that, at any given point, many large companies are simultaneously integrating and divesting a portion of their portfolio. While the acquiring company often drives environmental, health, and safety (EHS) integration, EHS leaders for the company being acquired are frequently presented with an opportunity to
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With a strong finish, 2015 could prove to be the biggest year ever for mergers and acquisitions (M&A). According to Dealogic, global M&A volume for 2015 stands at US$ 2.9 trillion through the end of July, good for second place behind 2007’s record-setting pace of US$ 3.2 trillion through July of that year. What’s driving this increased activity, and what does it mean for EHS leaders?
