Cross-Border Joint Venture and Strategic Alliance Guide (Belgium)
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Nordic States Almanac 2018
Going north DENMARK FINLAND NORWAY SWEDEN Nordic States Almanac 2018 Heading up north „If investment is the driving force behind all economic development and going cross-border is now the norm on the European continent, good advisors provide both map and sounding-line for the investor.” Rödl & Partner „We also invest in the future! To ensure that our tradition is preserved, we encourage young talents and involve them directly into our repertoire. At first, they make up the top of our human towers and, with more experience, they take responsibility for the stability of our ambitious endeavours.” Castellers de Barcelona 3 Table of contents A. Introduction 6 B. Map 8 C. Countries, figures, people 9 I. Demographics 9 II. Largest cities 11 III. Country ratings 12 IV. Currencies 16 IV. Norway and the EU 16 VI. Inflation rates 17 VII. Growth 18 VIII. Major trading partners 19 IX. Transactions with Germany 22 X. Overview of public holidays in 2018 23 D. Law 27 I. Establishing a company 27 II. Working 35 III. Insolvency – obligations and risks 47 IV. Signing of contracts 50 V. Securing of receivables 54 VI. Legal disputes 57 E. Taxes 65 I. Tax rates 65 II. VAT – obligation to register for VAT 68 4 III. Personal income tax – tax liability for foreign employees 72 IV. Corporate income tax – criteria for permanent establishment (national) 74 V. Tax deadlines 75 VI. Transfer pricing 78 F. Accounting 84 I. Submission dates for annual financial statements 84 II. Contents / Structure of annual financial statements 85 III. Acceptable accounting standards 86 G. -
Limited Partnerships
INTELLECTUAL PROPERTY AND TRANSACTIONAL LAW CLINIC LIMITED PARTNERSHIPS INTRODUCTORY OVERVIEW A limited partnership is a business entity comprised of two or more persons, with one or more general partners and one or more limited partners. A limited partnership differs from a general partnership in the amount of control and liability each partner has. Limited partnerships are governed by the Virginia Revised Uniform Partnership Act,1 which is an adaptation of the 1976 Revised Uniform Limited Partnership Act, or RULPA, and its subsequent amendments. HOW A LIMITED PARTNERSHIP IS FORMED To form a limited partnership in Virginia, a certificate of limited partnership must be filed with the Virginia State Corporation Commission. This is different from general partnerships which require no formal recording with the Commonwealth. The certificate must state the name of the partnership,2 and, the name must contain the designation “limited partnership,” “a limited partnership,” “L.P.,” or “LP;” which puts third parties on notice of the limited liability of one or more partners. 3 Additionally, the certificate must name a registered agent for service of process, state the Post Office mailing address of the company, and state the name and address of every general partner. The limited partnership is formed on the date of filing of the certificate unless a later date is specified in the certificate.4 1 VA. CODE ANN. § 50, Ch. 2.2. 2 VA. CODE ANN. § 50-73.11(A)(1). 3 VA. CODE ANN. § 50-73.2. 4 VA. CODE ANN. § 50-73.11(C)0). GENERAL PARTNERS General partners run the company's day-to-day operations and hold management control. -
Addressing Duty of Loyalty Parameters in Partnership Agreements: the More Is More Approach
Athens Journal of Law XY Addressing Duty of Loyalty Parameters in Partnership Agreements: The More is More Approach * By Thomas P. Corbin Jr. In drafting a partnership agreement, a clause addressing duty of loyalty issues is a necessity for modern partnerships operating under limited or general partnership laws. In fact, the entire point of forming a limited partnership is the recognition of the limited involvement of one of the partners or perhaps more appropriate, the extra-curricular enterprises of each of the partners. In modern operations, it is becoming more common for individuals to be involved in multiple business entities and as such, conflict of interests and breaches of the traditional and basic rules on duty of loyalty such as those owed by one partner to another can be nuanced and situational. This may include but not be limited to affiliated or self-interested transactions. State statutes and case law reaffirm the rule that the duty of loyalty from one partner to another cannot be negotiated completely away however, the point of this construct is to elaborate on best practices of attorneys in the drafting of general and limited partnership agreements. In those agreements a complete review of partners extra-partnership endeavours need to be reviewed and then clarified for the protection of all partners. Liabilities remain enforced but the parameters of what those liabilities are would lead to better constructed partnership agreements for the operation of the partnership and the welfare of the partners. This review and documentation by counsel drafting general and limited partnership agreements are now of paramount significance. -
Comparative Company Law
Comparative company law 26th of September 2017 – 3rd of October 2017 Prof. Jochen BAUERREIS Attorney in France and Germany Certified specialist in international and EU law Certified specialist in arbitration law ABCI ALISTER Strasbourg (France) • Kehl (Germany) Plan • General view of comparative company law (A.) • Practical aspects of setting up a subsidiary in France and Germany (B.) © Prof. Jochen BAUERREIS - Avocat & Rechtsanwalt 2 A. General view of comparative company law • Classification of companies (I.) • Setting up a company with share capital (II.) • Management bodies (III.) • Transfer of shares (IV.) • Taxation (V.) • General tendencies in company law (VI.) © Prof. Jochen BAUERREIS - Avocat & Rechtsanwalt 3 I. Classification of companies • General classification – Partnerships • Typically unlimited liability of the partners • Importance of the partners – The companies with share capital • Shares can be traded more or less freely • Typically restriction of the associate’s liability – Hybrid forms © Prof. Jochen BAUERREIS - Avocat & Rechtsanwalt 4 I. Classification of companies • Partnerships – « Civil partnership » • France: Société civile • Netherlands: Maatschap • Germany: Gesellschaft bürgerlichen Rechts • Austria: Gesellschaft nach bürgerlichem Recht (GesnbR) • Italy: Società simplice © Prof. Jochen BAUERREIS - Avocat & Rechtsanwalt 5 I. Classification of companies • Partnerships – « General partnership » • France: Société en nom collectif • UK: General partnership (but without legal personality!) • USA: General partnership -
The Emergence of the Corporate Form
JLEO, V33 N2 193 The Emergence of the Corporate Form Giuseppe Dari-Mattiacci Downloaded from https://academic.oup.com/jleo/article-abstract/33/2/193/3089484 by Universiteit van Amsterdam user on 07 October 2018 University of Amsterdam Oscar Gelderblom Utrecht University Joost Jonker Utrecht University and University of Amsterdam Enrico C. Perotti University of Amsterdam and CEPR We describe how, during the 17th century, the business corporation gradually emerged in response to the need to lock in long-term capital to profit from trade opportunities with Asia. Since contractual commitments to lock in capital were not fully enforceable in partnerships, this evolution required a legal innovation, essentially granting the corporation a property right over capital. Locked-in cap- ital exposed investors to a significant loss of control, and could only emerge where and when political institutions limited the risk of expropriation. The Dutch East India Company (VOC, chartered in 1602) benefited from the restrained executive power of the Dutch Republic and was the first business corporation with permanent capital. The English East India Company (EIC, chartered in 1600) kept the traditional cycle of liquidation and refinancing until, in 1657, Giuseppe Dari-Mattiacci gratefully acknowledges the financial support by the Netherland Organization for Scientific Research (NWO VIDI grant 016.075.332) and the Becker-Friedman Institute at the University of Chicago (BFI Fellowship winter 2012). The authors would like to thank Kenneth Ayotte, Douglas Baird, Patrick -
Establishing and Managing a Company
ESTABLISHING AND MANAGING A COMPANY 5.1 Corporate Structures ........................................................ 59 5.2 Accounting ........................................................................ 63 5.3 Auditing ............................................................................. 63 5 5.4 Establishing A Company .................................................. 64 Image Signing a contract, studio shot Establishing a company can be done quickly and easily. 5.1 CORPORATE STRUCTURES Economic freedom, which is guaranteed under the Swiss Consti Numerous official and private organizations assist tution, allows anyone, including foreign nationals, to operate a entrepreneurs in selecting the appropriate legal form for business in Switzerland, to form a company or to hold an interest in one. No approval by the authorities, no membership of chambers of their company and can provide advice and support. commerce or professional associations, and no annual reporting of The federal government’s various websites offer a wide operating figures are required to establish a business. However, foreign nationals must have both work and residence permits in range of information on all aspects of the company order to conduct a business personally on a permanent basis. formation process – from business plan to official Swiss law distinguishes between the following types of business regis tration. entities: partnershiptype unincorporated companies (sole proprietorship, limited partnership or general partnership) and capitalbased incorporated -
ANNEXES 1 to 2
EUROPEAN COMMISSION Brussels, 25.10.2016 COM(2016) 683 final ANNEXES 1 to 2 ANNEXES to the Proposal for a Council Directive on a Common Consolidated Corporate Tax Base (CCCTB) {SWD(2016) 341 final} {SWD(2016) 342 final} EN EN ANNEX I (a) The European company or Societas Europaea (SE), as established in Council Regulation (EC) No 2157/2001 1 and Council Directive 2001/86/EC 2; (b) The European Cooperative Society (SCE), as established in Council Regulation (EC) No 1435/2003 3 and Council Directive 2003/72/EC 4; (c) companies under Belgian law known as “naamloze vennootschap"/“société anonyme”, “commanditaire vennootschap op aandelen”/“société en commandite par actions”, “besloten vennootschap met beperkte aansprakelijkheid”/“société privée à responsabilité limitée”, “coöperatieve vennootschap met beperkte aansprakelijkheid”/“société coopérative à responsabilité limitée”, “coöperatieve vennootschap met onbeperkte aansprakelijkheid”/“société coopérative à responsabilité illimitée”, “vennootschap onder firma”/“société en nom collectif”, “gewone commanditaire vennootschap”/“société en commandite simple”, public undertakings which have adopted one of the abovementioned legal forms, and other companies constituted under Belgian law subject to the Belgian Corporate Tax; (d) companies under Bulgarian law known as: “събирателното дружество”, “командитното дружество”, “дружеството с ограничена отговорност”, “акционерното дружество”, “командитното дружество с акции”, “кооперации”,“кооперативни съюзи”, “държавни предприятия” constituted under Bulgarian -
General Partnership
BUSINESS ENTITIES VIDEO SERIES, Script Three GENERAL PARTNERSHIP A general partnership is a business owned by two or more people (even a husband and wife), who carry on the business as a partnership. Partnerships have specific attributes, which are defined by Kansas Statutes. All partners share equally in the right and responsibility to manage the business. Each partner is responsible for all debts and obligations of the business. The distribution of profits and losses, allocation of management responsibilities and other issues affecting the partnership are usually defined in a written partnership agreement. General partnerships may file different statements with the Office of the Secretary of State. The filings are optional and not mandatory. The filing fee for Partnership Statements is $35. General partnerships have certain advantages. A general partnership is easy to organize and has few initial costs. A general partnership draws financial resources and business abilities from all partners. It has quasi-entity status in that it may own assets, contract in the partnership name, may sue and be sued in the partnership name and may file separate bankruptcy. Liability is shared by all partners. Partners may take business losses as a personal income tax deduction. The partnership may register a trademark or a service mark to help prevent confusion resulting from deceptively similar business names. General partnerships have certain disadvantages. Each partner is personally liable for all the obligations of the business, not just his or her share. Thus, if a company truck is involved in an accident, each partner's personal assets may be attached by the court to help compensate the injured party. -
Establishing a Business Entity in Australia
Fall 19 INTERNATIONAL LAWYERS NETWORK BRAUNEIS KLAUSER PRÄNDL ESTABLISHING A BUSINESS ENTITY IN AUSTRIA ILN CORPORATE GROUP [ESTABLISHING A BUSINESS ENTITY IN AUSTRIA] 2 This guide offers an overview of legal aspects of establishing an entity and conducting business in the requisite jurisdictions. It is meant as an introduction to these market places and does not offer specific legal advice. This information is not intended to create, and receipt of it does not constitute, an attorney-client relationship, or its equivalent in the requisite jurisdiction. Neither the International Lawyers Network or its employees, nor any of the contributing law firms or their partners or employees accepts any liability for anything contained in this guide or to any reader who relies on its content. Before concrete actions or decisions are taken, the reader should seek specific legal advice. The contributing member firms of the International Lawyers Network can advise in relation to questions regarding this guide in their respective jurisdictions and look forward to assisting. Please do not, however, share any confidential information with a member firm without first contacting that firm. This guide describes the law in force in the requisite jurisdictions at the dates of preparation. This may be some time ago and the reader should bear in mind that statutes, regulations and rules are subject to change. No duty to update information is assumed by the ILN, its member firms, or the authors of this guide. The information in this guide may be considered legal advertising. Each contributing law firm is the owner of the copyright in its contribution. -
Modification of Fiduciary Duties in Limited Liability Companies
Modification of Fiduciary Duties in Limited Liability Companies James D. Johnson Jackson Kelly PLLC 221 N.W. Fifth Street P.O. Box 1507 Evansville, Indiana 47706-1507 812-422-9444 [email protected] James D. Johnson is a Member of Jackson Kelly PLLC resident in the Evansville, Indiana, office. He is Assistant Leader of the Commercial Law Practice Group and a member of the Construction Industry Group. For nearly three decades, Mr. Johnson has advised clients in a broad array of business matters, including complex commercial law, civil litigation and appellate law. He has been named to The Best Lawyers in America for Appellate Practice since 2007. Spencer W. Tanner of Jackson Kelly PLLC contributed to this manuscript. Modification of Fiduciary Duties in Limited Liability Companies Table of Contents I. Introduction ...................................................................................................................................................5 II. The Traditional Fiduciary Duties ..................................................................................................................5 III. Creation of Fiduciary Duties in Closely Held Business Organizations ......................................................6 A. General Partnerships ..............................................................................................................................6 B. Domestic Corporations ..........................................................................................................................6 -
Partnership Governance of Large Firms Larry E
Partnership Governance of Large Firms Larry E. Ribsteint This Article examines private-equity firms as an example of "uncorporate"structures in the governance of large firms. Other examples include master limited partnerships, real estate investment trusts, hedge funds, and venture capitalfunds. These firms can be seen as an alternative to the corporateform in dealing with the centralproblem of aligning man- agers' and owners' interests. In the standard corporateform, shareholdersmonitor power- ful managers by voting on directors and corporatetransactions, suing for breach offidu- ciary duty, and selling control These mechanisms deal with managerialagency costs by relying on other agents, including auditors, class action lawyers, judges, independent di- rectors, and shareholderintermediaries such as mutual and pension funds. Uncorporations substitute other devices for corporate-type monitoring, including more closely tying manag- ers' economic wellbeing to the firm's fortunes and greaterassurance of distributionsto own- ers. This Article also explores the implications of this analysis for the corporate tax, the enforcement offirms' contractualarrangements, and the future of publicly held firms. INTRODUCTION The modem corporation has been an important engine of busi- ness development. It provides a mechanism for centralizing manage- ment in powerful managers, and thereby a framework for long-term strategic planning and the type of execution essential to large firms. But it also presents the challenge of ensuring that these powerful managers act in investors' interests. While commentators and policymakers debate how to tweak cor- porate governance to ensure managers' accountability to owners, many large firms have turned to a distinctly different partnership form.' Li- "t Mildred van Voorhis Jones Chair, University of Illinois College of Law. -
8 the Duty of Directors to Be Guided by the Best Interests of the Company
8 The Duty of Directors to be Guided by the Best Interests of the Company Cees de Groot 1INTRODUCTORY REMARKS The corporate form (referred to as the company or the corporation) is a core concept in corporate law that is recognized worldwide. In its basic appearance the corporate form is a legal person (as opposed to e.g. partnerships) with a capital that is divided into transferable shares, that is led by a corporate board, and in which neither the shareholders nor the corporate directors are personal- ly liable for the obligations of the company. This contribution considers the nature of the company as a statutory core legal concept in the Netherlands. After some observations of a more general nature, the discussion of the com- pany as a core legal concept will take place against the backdrop of another statutory core legal concept that is firmly rooted in corporate law in the Netherlands: the duty of corporate directors in the performance of their duties to be guided by the best interests of the company and the undertaking that is connected with it. Paragraph 2 is introductory and describes some elements of corporate law in the Netherlands. Paragraph 3 investigates the origins of the company in the Netherlands. Then attention shifts to the core legal concept that corporate directors must be guided by the best interests of the company and its undertaking. Paragraphs 4 and 5 discuss landmark cases of the Dutch Supreme Court on corporate law: historic case law (the Doetinchemse IJzergie- terij and Forum-Bank cases in paragraph 4) and a more recent case (the ASMI- case in paragraph 5) that show how the core legal concept of acting in the best interests of the company and its undertaking has in Netherlands case law gradually shaped thinking about the company as such.