Family-inter­nal succes­si­on: How to avoid pitfalls

A hasti­ly planned inter­nal family succes­si­on can, under certain circum­s­tances, endan­ger the existence of a family business. Our author Klaus-Chris­ti­an Knuff­mann there­fo­re recom­mends addres­sing all issues openly when planning the succes­si­on. Only then is it guaran­teed that the company’s existence will be secured later on.

The Federal Consti­tu­tio­nal Court recent­ly ruled that the current inheri­tance tax regime is uncon­sti­tu­tio­nal. The Federal Govern­ment was reques­ted to make changes to the current law by 30 June 2016. This has signi­fi­cant conse­quen­ces for all those entre­pre­neurs who have not yet regula­ted the succes­si­on of their business. Many entre­pre­neurs are now forced to quick­ly find a family-inter­nal succes­si­on and a soluti­on for their compa­ny. In the process, hasty decis­i­ons are often made. Often, certain family members are conside­red in the succes­si­on, but others are not or not to the same extent.

Hasti­ly planned inter­nal family succes­si­on can compli­ca­te genera­ti­on change

In this way, the entre­pre­neur can reali­se his wishes during his lifetime and, for examp­le, not appoint all of his descen­dants to the compa­ny succes­si­on. However, he must reckon with the fact that the heirs not taken into account will not agree to the closed inheri­tance arran­ge­ment at the latest at the time of his death. Those entit­led to inherit, inclu­ding e.g. the child­ren-in-law by marria­ge, may be entit­led to a so-called compul­so­ry porti­on by law. This corre­sponds to half of the respec­ti­ve statu­to­ry inheri­tance claim. In additi­on, the claim to the compul­so­ry porti­on must be paid in cash at market value. This can very quick­ly lead to a compa­ny getting into finan­cial diffi­cul­ties becau­se it is not in a positi­on to raise the neces­sa­ry cash within the time limits to be obser­ved. As a result, compa­ny owners often rush to sell assets such as real estate that is essen­ti­al to the business. In the end, entre­pre­neurs then often accept cutbacks in the sales proceeds. On the other hand, assets cannot be sensi­bly dispo­sed of in the short time available.

Timely succes­si­on planning makes sense

In order to provi­de for such contin­gen­ci­es in the case of a succes­si­on within the family, it is advisa­ble to have all benefi­ci­a­ries sign so-called waivers of the compul­so­ry porti­on. This appli­es even if there is current­ly a great deal of agree­ment within the family. If such a waiver is on the table, previous­ly unspo­ken disagree­ments or feelings of disad­van­ta­ge come to the fore. It is there­fo­re advisa­ble for every entre­pre­neur to openly address this issue at the begin­ning of planning for a future succession.

Only then is it guaran­teed that the compa­ny is later secured in its existence and also that only those conti­nue to run the compa­ny and have a stake in it whom the testa­tor feels are suita­ble for this. Profes­sio­nal media­ti­on can be helpful here in order to ultim­ate­ly secure the conti­nua­tion of the company.

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