Corporate
For March, we have selected as TOP corporate case-law judgment (case no. 27 Cdo 1766/2023) a ruling concerning the delegation of the authority of managing directors to convene and organise general meetings.
ESOP’s leadership #6 | Make sure your ESOP remains an ESOP | Ubiquitous compromise
Compromise and an ESOP? Does that even make sense? Of course, it does. What sort of compromise? At the initial meeting with my clients/founders, I advise them that in their particular situation, they always need to compromise between two aspects to find the right employee stock ownership plan (ESOP)
ESOP's fables #6 - ESOP in a major investment group
Today I would like to share with you a very interesting story in our ESOP's Fables series. This time it is the story of a client with equity interests in a large number of companies in different countries around the world. The client came to us with clear requirements for an ESOP for a key manager,
Lex ESOP #05 | Joining and leaving an ESOP
In the previous posts, we introduced the basics of the main options of employee stock ownership plans (ESOPs), namely the option without an equity interest, the option with an equity interest (and its sub-options), and the issue of different types of shares and their creation. It is now time to intr
ESOP's leadership #5 | Never underestimate motivation #4 | How to motivate managers to want to participate in ESOPs?
Do you think there's been enough motivation? No way! Employee stock ownership plans (ESOPs) comprise 90% of the motivation and the rest is the appropriate legal and tax structuring.
ESOP's fables #5 – ESOP for a client’s department managers
Another ESOP fable is the story of a very interesting and inspiring client who, together with his wife and best friend, founded a successful real estate business. As I have mentioned several times, every story is unique and therefore requires a unique solution.
Lex ESOP #04 | ESOP with an equity interest
Having read the previous articles on the basic types of ESOPs, you are already familiar with ESOPs without an equity interest established through a contract on the performance of office, as well as with the possibility of implementing an ESOP by issuing innominate securities, including their compari
ESOP’s leadership #4 | Never underestimate motivation #3 | How employee motivation is passed on across the company
In the previous episodes of ESOP’s leadership, we focused on the motivation of managers from various perspectives of the stakeholders involved – we described what should motivate the founder to implement the ESOP, and also how the ESOP can motivate the individual managers involved in it. We are goin
ESOP's fables #4 - ESOP for a sports equipment distributor with an international reach
We like family businesses. We like family businesses, thanks to which we can do something useful for our health! And you know what? We are very pleased when we, at HAVEL & PARTNERS, are an example for such businesses.
Lex ESOP #03 | Securities vs. shareholding
In the third issue of Lex ESOP, we are abandoning the contractual establishment of an employee stock ownership plan, moving on to generally more sophisticated and robust solutions. These are ESOPs based on (debt) securities and shareholding. What should be considered in relation to these options? Wh
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