Migros evaluates merger of the 10 cooperatives (cross-border guide)

Context

In brief

• Migros is evaluating the merger of its 10 regional cooperatives
• Variants are being studied: 3 cooperatives or 1 single entity
• 2.3 million members could be consulted
• No decision has been made yet; Vision 2035 strategy

Key facts

• Who: Migros, Mario Irminger (CEO)
• What: Restructuring of regional cooperatives
• Number of members: 2.3 million
• Source: NZZ am Sonntag
• Strategy: Vision 2035
• Status: Under evaluation, no decision made

A historic turning point for the orange giant

Zurich is witnessing a potential paradigm shift in the structure of one of Switzerland's largest companies. According to reports by 'NZZ am Sonntag', Migros is evaluating a deep restructuring that could lead to the merger of its ten regional cooperatives. The most radical hypothesis, which CEO Mario Irminger would prefer, is the creation of a single cooperative for the entire country. However, no definitive decision has been made yet, although an agreement between the parties is reportedly not far off.

The current organizational structure dates back to 1941, when founder Gottlieb Duttweiler consciously chose to create strong regions and a weaker central body. This model, which has remained unchanged for over 80 years, is today considered obsolete by many industry observers. The reasons for the possible reform are operational in nature: the current system involves duplicated structures and lengthy decision-making processes, which slow down the company's responsiveness in an increasingly competitive market.

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Operational details

Key facts

• Members involved: 2.3 million
• Quorum: Two-thirds majority
• Risk: Job reductions
• Objective: Efficiency and simplicity

The weight of the referendum and the members

The reorganization proposed by Migros is not a simple administrative act, but a complex legal process that directly involves Swiss citizens. To abolish or merge a cooperative, a referendum is generally necessary, requiring a two-thirds majority for approval. This means that approximately 2.3 million Migros members could be called upon to participate in the final decision. This is a huge number, representing a significant portion of the Swiss population and employees.

Member participation therefore becomes crucial. Every member has the right and duty to inform themselves about the consequences of such a decision. A reform without a referendum, although this possibility is being evaluated according to information from the 'NZZ am Sonntag', would be a delicate and potentially controversial step. The members' trust in the transparency of the process will be decisive. If members do not feel represented or informed, the risk of opposition or boycott is real. For those who are members, it is important to monitor the company's official communications to understand how the consultation will take place, if planned.

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Key points

Key facts

• Strategy: Vision 2035
• Status: No decision taken
• Members: 2.3 million
• Source: NZZ am Sonntag

What to do while waiting for decisions

Since there is no final decision yet, the current phase is one of observation and preparation. For Migros members, the most important thing is to stay updated. Migros has not denied the ongoing work, which indicates that the process is underway but not yet formalized. Members should keep an eye on official company communications, which could include invitations to meetings or technical documentation on the merger proposal. In the event of a referendum, participation is fundamental: the two-thirds majority makes every vote decisive. Ignoring the consultation could mean losing the opportunity to influence the structure of a company that employs thousands of people in Switzerland.

For employees and workers in the sector, it is time to evaluate their position within the company. A restructuring can lead to new opportunities, but also to reorganizations that require specific skills. It is advisable to update your CV and evaluate your career options in a job market that, while solid, is constantly evolving. Swiss companies tend to invest in the training of their employees, but during a merger, priorities can change, shifting towards immediate efficiency.

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