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Mergers & Acquisitions

A deep understanding of organisations, their people,
culture and risk profile.

HR exposures


The long-term success of any M&A is as much about people and culture as it is about the financials. When M&A deals fail, it’s often because of unresolved cultural issues rather than other business fundamentals.

The reality is that business performance is driven largely by an organisation's people – their skills, innovative ideas and ability to stay engaged during difficult transition periods.

Research shows that the earlier HR is considered in a deal, the better the prospects for successful integration. We’ll help you focus on and resolve the people-related issues that are often overshadowed in the M&A scramble.

Identifying 'red flag' issues and making an important first step towards successful workforce integration

We’ll begin integration planning as soon as due diligence findings emerge, quickly identifying any ‘red flag’ issues related to employee compensation and benefits, pension liabilities or labour relations.

Our dedicated M&A advisory teams will work with you and your other advisers to identify and analyse:

  • The target company’s existing cost structure (total cash compensation and benefits)
  • Retirement and retirement-related plans (defined benefit, cash balance, termination indemnity plans etc .) and associated insurance arrangements
  • Executive contracts covering change of control provisions, accelerated stock and any other contractual arrangements
  • Organisational design
  • Employee terms and conditions
  • Restructuring and severance costs
  • Key employees and retention programs
  • Benefit loading differences (difference in benefits costs as a percentage of payroll between the seller’s plans and buyer’s plans)
  • Cultural differences
  • HR systems, programs and practices
  • Any HR ‘deal-makers’ or ‘deal-breakers’.