Holding company formation
Holding structures.
A holding structure is a decision about ownership, management and capital. We help define its commercial purpose and draw clear boundaries between the responsibilities of individual group companies.
Let’s talk it throughGo beyond the overview. Explore how it works.
Inside the work
Separate businesses.
A shared direction.
↓An ownership diagram defines which entity holds which participation; it does not show money moving.
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The engagement / 01
Define the purpose of the holding
Will the parent manage businesses, hold investments or coordinate shared functions? The answer shapes the organisational workload and the information your professional advisers need.
Management or ownership
We distinguish active management from holding investments. For each function, we identify where decisions are intended to be made.
Existing and new activities
Existing companies, intended acquisitions and new activities are considered together. The group map therefore accounts for its next stages of development.
The engagement / 02
Connect the companies deliberately
A workable structure needs considered relationships between its entities. We describe these commercially before appointed legal and tax advisers assess implementation.
Services and resources
Shared staff, IT, premises and administrative services are mapped. This provides a basis for understandable arrangements and accounting processes.
Movement of capital
Investment needs, financing and distribution plans are examined through scenarios. Tax effects and legal constraints require an individual professional assessment.
The engagement / 03
Keep the group manageable
Additional companies create additional interfaces. A manageable system of decision-making and reporting belongs in the plan from the outset.
A coherent overview
An agreed reporting rhythm connects cash, performance and major decisions across the companies without obscuring their operational differences.
Record decisions clearly
Approval requirements, contacts and information flows are documented. Your appointed professional advisers handle their legal formulation.
Purpose determines the structure.
01Operating holding+
The parent runs its own business while holding subsidiaries. Operating activities and responsibilities across the group are planned together.
02Financial holding+
The focus is ownership, financing and financial oversight. Reporting and cash flows need to reflect the actual activities.
03Management holding+
Strategic leadership and shared functions sit with the parent; subsidiaries conduct operations. Responsibilities and decision rights are assigned explicitly.
04Organisational holding+
Activities are separated into entities by product, region or function. The focus is how units are organised and work together; a financial holding focuses on ownership and financing.
05Asset holding+
Selected assets are organised within a holding structure. Purpose, administration, ongoing workload and legal and tax implications require a separate assessment.
Questions about our work.
01When does a holding structure make sense?+
There is no universal revenue threshold. The benefits, recurring costs, ownership plans and administrative workload must be considered together for your situation.
02Does a holding automatically reduce tax?+
No. Tax consequences depend on the structure and actual transactions. An individual assessment by your tax adviser should precede implementation.
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