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  • Restructuring programme: Successful crisis management starts by identifying causes of the crisis and its accelerators, identifying shortage and consistently removing them. Restructuring involves more than just the financial-economic aspects. During a crisis situation costs have to be adjusted, reduction of the internal complexity of the company and optimization of the business model. The Recovery unit carries out a quick identification of the crisis, generates a clear concept to cope with the handling of a crisis and implements it in relation to the specific situation.
     
  • Value added structure: During a down turn it depends upon the right composition of value added depths and regional structuring. An enterprise often releases an unexpected potential. These often excel the possibilities for improvement within existing structures. The Recovery Unit possesses proven methods for a site and processing optimization. A huge productivity impulse can be realized due to the reduction of interfaces or the consistent reduction of blind or twofold productivity.
 

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