Publicly Traded Corporations

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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