Governance & good management
Governance is more than just giving approval. It is about vision, supervision and transparency. A clear governance model provides guidance in complex situations and strengthens the trust of customers, partners and employees. For SMEs and family businesses, this often means professionalising without losing the soul of the company. Think of an advisory board, clear articles of association or transparent decision-making. Good governance prevents problems before they arise.
Recognizable situations
Situations you recognize, answers that help you move forward.
Clear coordination between directors and shareholders is essential to avoid conflicts and ensure the continuity of your company. Legally, the difference between ownership and management must be clear. Who takes the strategic decisions, who is responsible for operational policy and what approvals are required from the shareholders? It is best to lay down these agreements in articles of association, shareholders' agreements or regulations.
There are also important tax considerations. How are directors remunerated? What are the consequences for the company and for the individuals concerned? A sound structure avoids double taxation and enables you to operate in a tax-efficient manner. Regular evaluation and adjustment of the agreements is advisable, especially when the company is growing or the composition of the shareholding is changing.
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A change in the management structure, such as switching to a one-tier or two-tier management model or appointing external directors, can have tax consequences. These include changes in the remuneration of directors, shifts in corporate taxes or other consequences for the tax base. The social and tax classification of the remuneration must also be reviewed.
In addition, a change may have an impact on the control or influence of certain shareholders. In some cases, there may even be a new de facto management, which may entail tax obligations and risks. Do you want to reap the benefits of a new management structure without any tax surprises? Then prior advice is not an unnecessary luxury.
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A family charter is a valuable tool for recording agreements between family members involved in the business. It covers not only ownership and succession, but also communication, the involvement of the next generation and the vision of the family's role in the business. By clearly stating expectations in advance, you avoid discussions at times of tension or change.
A good charter is more than a symbolic document. It is the result of discussions, reflection and guidance, and is supported by the entire family. It may contain provisions on appointments, dividend policy, exit arrangements or training for successors. The more personal and concrete the charter, the more effective it will be as a guideline. Are you considering a family charter? Start with an open dialogue and seek support from someone with expertise in family businesses.
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Other important moments
These topics will help you think, plan and grow further
Other important moments
These topics will help you think, plan and grow further
Are you at a strategic turning point?
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