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May 6, 2008

The shareholders of family-controlled Aflac Inc have overwhelmingly approved the company's pay-for-performance compensation policies.

The shareholders of family-controlled Aflac Inc have overwhelmingly approved the company's pay-for-performance compensation policies – a strategy put forward by second-generation chairman and CEO Daniel P Amos (pictured).

Ninety three percent of votes were cast in favour of "Say-on-Pay" with only 2.5% against. The historic vote marks the first time shareholders were empowered to vote on executive compensation at a public company in the US.

January 1, 2008

Tom Davidow and Clemens Trauttenberg go head to head on the topic of managing conflict in family businesses. Will the firm prosper if the dissidents are bought out or should the family try to overcome the conflict together? Over to you to decide…

Tom Davidow is founder and principal of Thomas D Davidow & Associates, based in Brookline, MA.
Clemens Trauttenberg is Member of the Private Client Department at WOLF THEISS.

Tom Davidow and Clemens Trauttenberg go head to head on the topic of managing conflict in family businesses. Will the firm prosper if the dissidents are bought out or should the family try to overcome the conflict together? Over to you to decide…

Buy out the dissidents

May 1, 2006

Little is known about how family business members define success and how it can be realised. Katrien Baetens and Johan Lambrecht take a closer look at this issue and provide some solutions on preventing family business ruptures

Katrien Baetens  is researcher at the Research Centre for Entrepreneurship at EHSAL European University College.
Johan lambrecht  is director of the Research Centre for Entrepreneurship at EHSAL European University College and professor at EHSAL.

Little is known about how family business members define success and how it can be realised. Katrien Baetens and Johan Lambrecht take a closer look at this issue and provide some solutions on preventing family business ruptures

September 1, 2005

A formal dividend policy can help family businesses avoid disputes and to allocate the rewards at regular intervals. But there are pitfalls and a flexible policy that is tailored to the needs of the shareholders is the best bet for success, writes François de Visscher

François de Visscher is founder and president of the family business consultancy de Visscher & Co. www.devisscher.com

A formal dividend policy can help family businesses avoid disputes and to allocate the rewards at regular intervals. But there are pitfalls and a flexible policy that is tailored to the needs of the shareholders is the best bet for success, writes François de Visscher

July 1, 2005

Money and how it is distributed among stakeholders in family businesses is a source of great conflict. But if systems are set up to standardise payouts, it will serve to educate those involved and avoid resentment and conflict arising, writes Sam Lane

Sam Lane is a family business consultant with the Aspen Family Business Group

Money and how it is distributed among stakeholders in family businesses is a source of great conflict. But if systems are set up to standardise payouts, it will serve to educate those involved and avoid resentment and conflict arising, writes Sam Lane

July 1, 2005

Shareholders increasingly demand greater inclusion and influence over decisions at the companies in which they invest. Melanie Stern examines some of the issues, not least trust, accountability and nepotism, that infuriate stakeholders in family businesses

Melanie stern is section editor of Families in Business

Shareholders increasingly demand greater inclusion and influence over decisions at the companies in which they invest. Melanie Stern examines some of the issues, not least trust, accountability and nepotism, that infuriate stakeholders in family businesses

July 1, 2005

The management of non-active shareholders needs careful consideration. Training, ­dividends and compensation policies are issues that frequently arise. Peter May and Matthias Redlefsen highlight the easiest way to avoid conflict and satisfy everyone

Peter May is founding partner of the INTES Academy for Family Businesses and head of the German chapter of the FBN.
Matthias Redlefsen is partner of the INTES Academy for Family Businesses. www.intes-online.de

The management of non-active shareholders needs careful consideration. Training, ­dividends and compensation policies are issues that frequently arise. Peter May and Matthias Redlefsen highlight the easiest way to avoid conflict and satisfy everyone

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