Post-Merger Integration Teams: Deliverables, Planning & Reporting

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Commissioning Integration Projects in Advance of Close

Each work stream will provide a list of projects/activities in flight or required to commence soon to support the integration
Decisions to invest in staging work are made independently by the existing organizations, recognizing that they are still separate companies
Appropriate Program Charter/Project Definition is required
IMO will track approvals and progress

Detailed Planning — Synergies

Synergy tracking will remain at the current workstream level.
- The synergies will be tracked in the same manner as the high-level planning process.
- The total workstream synergies will equal the sum of the detailed plans plus the functional consolidation.
Quickly communicate changes in timing, amounts, etc.
Focus on one-time items is also necessary.

Project Tracking

All out-of-pocket merger related costs should be coded to merger specific project codes.
Examples include consultants, travel, lawyers, bankers, architects, etc.
Additional project codes can be set-up
As needed by the team leads for managing costs.
If a material cross-functional project arises, the IMO may request project code tracking.

Status Reporting and Plans

Functional work stream team leads submit weekly status by end of day each Friday
Lead program managers submit program status by end of day each Friday (represents aggregate status of overall program)
Detailed Planning - Synergies
Synergy tracking will remain at the current work stream level.
The synergies will be tracked in the same manner as the high-level planning process.
The total work stream synergies will equal the sum of the detailed plans plus the functional consolidation.
Quickly communicate changes in timing, amounts, etc.
Focus on one-time items is also necessary

Functional M&A Integration Deliverables

Post-Merger Integration Teams: Deliverables, Planning, and Reporting