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Nexia Ebner Stolz

Supervisory Boards / Advisory Boards

German stock corporations are required to have supervisory boards to monitor management’s actions. But supervisory boards aren’t just reserved for large corporations. Medium-sized companies also often recognize the advantages of having an unbiased outside eye and therefore set up an advisory board for their company.

With their neu­tral, out­side per­spec­tive, super­vi­sory boards and advi­sory boards can often pro­fi­ta­bly con­tri­bute a dif­fe­rent view of the com­pany as a whole and of its deve­lop­ment oppor­tuni­ties than what mana­gers caught up in day-to-day busi­ness are able to see. This also offers a way of gai­ning new exper­tise and ideas for the com­pany by invol­ving experts with expe­ri­ence in your field.

Where the law is other­wise sil­ent, the foun­da­tion for a suc­cess­ful super­vi­sory board or advi­sory board is a clear deli­nea­tion of rights, obli­ga­ti­ons and tasks. As an advi­sor to medium-sized busi­nes­ses, we can assist you in word and deed with set­ting up a super­vi­sory body, and in orga­ni­zing all aspects of its acti­vi­ties – not least of all, com­pen­sa­tion.

To enable super­vi­sory or advi­sory boards to per­form their over­sight func­tion fully and effi­ci­ently, our advi­sors will pro­vide you with all the important infor­ma­tion and recent deve­lop­ments in cor­po­rate gover­nance – a topic that was ori­gi­nally a major point of inte­rest mainly among large cor­po­ra­ti­ons. But the advan­ta­ges of good cor­po­rate gover­nance are also trans­fe­ra­ble to medium-sized busi­nes­ses.

Our ser­vices at a glance

  • Assi­s­tance with set­ting up a super­vi­sory board or advi­sory board
  • Advi­sing on ques­ti­ons about the inde­pen­dence of super­vi­sory board mem­bers
  • Inde­pen­dence reviews for new mem­bers
  • Pre­pa­ring, con­duc­ting and fol­low-up for mee­tings of super­vi­sory or advi­sory boards
  • Assis­ting the super­vi­sory or advi­sory board with its duties, espe­cially moni­to­ring:
    • The finan­cial repor­ting pro­cess
    • The inter­nal con­trol sys­tem
    • The effec­tive­ness of the risk mana­ge­ment sys­tem
    • The effec­tive­ness of the inter­nal audi­ting sys­tem
  • Pre­pa­ring the report on the inter­nal con­trol sys­tem and risk mana­ge­ment sys­tem for finan­cial repor­ting
  • Pre­pa­ring the report on cor­po­rate mana­ge­ment and the decla­ra­tion of con­for­mity under the Cor­po­rate Gover­nance Code
  • Draf­ting legal agree­ments with mem­bers of the super­vi­sory or advi­sory board
  • Orga­ni­zing a com­pen­sa­tion sys­tem, inclu­ding tax aspects
  • Advi­sing the super­vi­sory or advi­sory board on mat­ters of cor­po­rate gover­nance
  • Sup­port for the super­vi­sory board or advi­sory board in legal dis­pu­tes

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