{"id":120426,"date":"2026-05-18T16:14:43","date_gmt":"2026-05-18T14:14:43","guid":{"rendered":"https:\/\/www.fup-ag.com\/?post_type=case-study&p=120426"},"modified":"2026-05-20T14:38:36","modified_gmt":"2026-05-20T12:38:36","slug":"restructuring-of-private-equity-institution","status":"publish","type":"case-study","link":"https:\/\/www.fup-ag.com\/en\/case-studies\/restructuring-of-private-equity-institution\/","title":{"rendered":"Restructuring of an private equity institution"},"content":{"rendered":"
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Restructuring in the private equity environment<\/span><\/h1>

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What was the company’s initial situation?<\/span><\/h2>

The company from the electronics manufacturing sector<\/strong> had been in a downward economic trend for several years. After several changes of ownership, it was most recently taken over by a private equity investor<\/strong>.<\/p>

The economic situation made it clear that a comprehensive reorganization and restructuring<\/strong> was necessary. In this context, an HR interim manager (Head of Human Resources)<\/strong> was appointed to develop and implement viable HR solutions in the short term.<\/p> <\/div>\n <\/div>\n <\/div>\n <\/div>\n\n\n\n\n

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What specific challenges were there in the context of the task?<\/span><\/h2>

The main challenge was to develop and implement a viable staff reduction and restructuring concept<\/strong>.<\/p>

The main requirements were:<\/p>

-Development of a restructuring scenario in the personnel area<\/strong><\/p>

-Ensuring socially responsible implementation<\/strong><\/p>

-Close cooperation with the works council<\/strong><\/p>

-Compliance with labor law requirements, in particular in the context of reconciliation of interests and social plans<\/strong><\/p>

It also quickly became clear that a pure stand-alone scenario would not be sufficient. Instead, the perspective of a new investor<\/strong> had to be considered in parallel.<\/p> <\/div>\n <\/div>\n <\/div>\n <\/div>\n\n\n\n\n

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How was the project implemented in detail?<\/span><\/h2>

As part of the project description<\/strong>, the management team – consisting of the Management Board, Finance & Controlling and Human Resources – took over the operational implementation of the measures.<\/p>

The most important steps:<\/p>

-Analysis of the existing organizational structure and personnel costs<\/strong><\/p>

-Implementation of several dismantling rounds<\/strong><\/p>

-Development of more efficient process structures<\/strong><\/p>

-Creation of a target image for the organization and cost structure<\/strong><\/p>

-Consideration of both personnel<\/strong> and financial savings potential<\/strong><\/p>

A particular focus was on the balance between economic efficiency and labor law security<\/strong>.<\/p> <\/div>\n <\/div>\n <\/div>\n <\/div>\n\n\n\n\n

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What results were achieved through the restructuring?<\/span><\/h2>

The measures implemented led to clearly measurable successes in line with investor requirements:<\/p>

-Streamliningthe organizational structure<\/strong> by 50% to around 170 FTEs<\/p>

-Conclusion of a reconciliation of interests with list of names and social plan<\/strong><\/p>

Establishment of a transfer company<\/strong> (approx. 111 employees)
\u2192 Reduction of the risk of unfair dismissal claims to below 1%<\/p>

Implementation of a voluntary salary sacrifice<\/strong> of 25% on average
\u2192 Signature rate of 94<\/p>

Introduction of company integration management (BEM)<\/strong>
to reduce sickness-related absences below 10%<\/p>

These results show a successful combination of HR transformation, cost optimization and risk minimization<\/strong>.<\/p> <\/div>\n <\/div>\n <\/div>\n <\/div>\n\n\n\n\n

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What strategic insights can be derived from the project?<\/span><\/h2>

The project highlights key success factors for restructurings in the private equity environment:<\/p>

–Early involvement of all stakeholders<\/strong>, in particular the works council and management<\/p>

-Combination of operational implementation and strategic investor perspective<\/strong><\/p>

-Use of instruments such as transfer companies<\/strong> to minimize risk<\/p>

-Customized solutions for complex collective bargaining conditions<\/p>

Focus on sustainable organizational development<\/strong>, not just short-term staff reductions<\/p>

Another key success factor is the realization that a sustainable solution can only be achieved with a new investor<\/strong>.<\/p> <\/div>\n <\/div>\n\n\n\n

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FAQ<\/span>Frequently asked questions<\/span><\/h2><\/div><\/div>

What role does an interim HR manager play in restructuring projects?<\/strong><\/strong><\/h3>\n <\/i>\n <\/i>\n <\/div><\/div>

An interim HR manager assumes responsibility for critical transformation processes at short notice. He brings experience in restructuring, employment law and change management and ensures rapid, professional implementation.<\/p><\/div><\/div><\/div><\/div>

Why are transfer companies useful in restructurings?<\/strong><\/strong><\/h3>\n <\/i>\n <\/i>\n <\/div><\/div>

Transfer companies offer a socially responsible solution for staff reductions, as they give employees a perspective and at the same time reduce the legal risk for the company.<\/p><\/div><\/div><\/div><\/div>

Which success factors are decisive in private equity-driven transformations?<\/strong><\/strong><\/h3>\n <\/i>\n <\/i>\n <\/div><\/div>

The decisive factors are:<\/p>

-Clear cost and efficiency targets<\/strong><\/p>

-Quick implementation<\/p>

-Close coordination with investors<\/p>

-Professional stakeholder management<\/strong><\/p>

-Sustainable organizational development<\/strong><\/p><\/div><\/div><\/div><\/div><\/div><\/div><\/div>\n\n\n

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The project manager<\/span><\/h2> <\/div>\n <\/div>\n\n","protected":false},"excerpt":{"rendered":"
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Restructuring in the private equity environment<\/span><\/h2>\n

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