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A Truly Global

Business• GKN Driveline is the largest business

within the global engineering group

• GKN is a leading global supplier to the world'sautomotive, off highway and aerospacemanufacturers.

• GKN provides technology-based, highly

engineered products to virtually all of theworld's major manufacturers of light vehicles,agricultural and construction equipment,aircraft and aero engines.

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VALUESWhen we fulfil the trust our customers place in us

we can enrich our shareholders and support the

communities of which we are a part. And becausewe care for the environment and the dignity andhuman rights of others we are all building abusiness which can be sustained by futuregenerations.

Every stakeholder in a great company shouldexpect nothing less. But those with a stake in GKNshould expect more.

Expect more from the people of GKN.

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EMPLOYEE BASEAlmost 40,000 people work in GKN companies

and joint ventures in more than 30 countries.

HR plays a vital role in the overall productivityand efficiency among the employees in thisorganization.

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PEOPLEto inspire outstanding performance from teams

and individuals and to recognise andappropriately reward achievement;

to encourage employees to fulfil their potential forthe benefit of both themselves and theorganisation;

to foster teamwork and individual achievementwithin a culture of empowerment andaccountability;

to share knowledge and best practice across ourcompanies to stimulate the creation of new

business opportunities;

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INTRODUCTIONANY MERGER AND ACQUISITION (M&A)

REQUIRES METICULOUS PLANNING. AFTERALL, ADDRESSING ISSUES RELATED TOSORTING OUT ALIGNMENT OF STRUCTURESAND POLICIES OF THE INTEGRATING ENTITIESOR MATTERS OF EMPLOYEE RETENTION ANDCOMMUNICATION CAN BE QUITE DAUNTING.

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•  The human resource issues in the mergersand acquisitions (M&A) can be classified intwo phases the pre-merger phase and thepost merger phase.

• Due diligence is important in the first phasewhile integration issues take the front seat in

the later. The pre acquisition period involvesan assessment of the cultural andorganizational differences, which will includethe organizational cultures, role of leaders inthe organization, life cycle of the organization,and the management styles.

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BASIC ROLESdevelopment of preliminary organizational

designs and identification of the top three levels

of managementassessment of critical players and deployment of 

appropriate resources in the new company

retention of key people and separation of 

redundant staff 

development of a total rewards strategy for thecombined companies

communications strategy development and

implementation

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ACQUISITION OF TELEFLEXAEROSPACE

GKN acquired Teleflex Aerospace

Manufacturing Group of UK in 2006.It was the biggest acquisition by GKN that

increased the employee base and operationsby large number in India and other nations.

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 TRAINING AND

DEVELOPMENTEmployees given new training sessions

regarding new manufacturing operations.

Few development programs like soft skills ,communication etc are also provided to copewith the new culture of the organization.

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A HAPPY UNION The communication in this period between

different departments is very crucial.

For GKN it was the second acquisitionprocess.

New policies and guidelines were issued andvarious seminars were held to introduce the

new company.

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A SUCCESSFUL UNIONEvery M&A is not bound to success. Many of 

them fail due to various reasons.

1. Positions – strengthen the business andpeople in terms of culture and innovation.

2. Value Addition- Teleflex Aerospaceacquisition added value to the key people and

organization.

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A LUCRATIVE UNIONHR is the intrinsic part of the integration

team.

Ability to evaluate the compatibility of corporate culture.

It gives different options for combining

enterprise.

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CONCLUSIONHR plays two roles

One at the Due Diligence before an M&A is

formalized.Second is the understanding the effectiveness

of integration. Whether it is based onleadership ability of the target policies,

processes etc.

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