Group Governance Redesign
Context and Need:
A rapidly expanding group operating in the gas distribution and energy industry, with total revenues exceeding €150 million, sought our support to streamline its corporate and ownership structure and define the family’s roles within the Group. The organizational structure included a common holding company, six branch-specific holding entities managed by different family branches, 14 NextGen members, and a set of operating companies controlled at various levels. Governance was highly centralized within the family, with limited managerialization, a factor that risked hindering future growth, particularly in light of generational transitions and the integration of the NextGen into the business.
Our Role:
Our intervention began with a comprehensive analysis of the existing structure, assessing the distribution of delegations and responsibilities within the Group We conducted individual interviews with shareholders, adult family members, and key managers to gather insights on objectives, expectations, and challenges. Based on this assessment, we designed a new governance framework for the holding company and its subsidiaries, defining criteria for board composition, delegation assignments, and compensation policies for the key entities A major transformation was the introduction of an external Board of Directors (BoD) for the first time in the Group’s main subsidiary, tasked with developing a strategic plan and strengthening the managerial structure. At the same time, we outlined family governance rules to guide the NextGen’s future involvement in the business, ensuring a clear separation between ownership and operational roles. This helped to establish a formalized governance framework that could accommodate both current leadership and the gradual integration of the next generation.
Our Impact:
This multi-level governance restructuring enabled the Group to refocus on its strategic goals with a clear and formalized separation between ownership and management. The implementation of incentive and compensation policies aligned with best practices ensured a balanced distribution of roles and authority within the Group. These changes facilitated the managerialization of the business, laying a solid foundation for sustainable future growth.