TOPIC

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1. From family governance to corporate governance: building structures that sustain growth and longevity

• Clear definition of roles between family, management, and the board

• Implementation of advisory and independent boards of directors

• Separation between family wealth and operating business capital

• Professionalization of management as a driver of scale

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2. Effective boards: composition, independence, and strategic value creation

• Selection of directors with relevant experience and diverse perspectives

• Balance between family members and independent directors

• Structuring key committees (audit, risk, strategy, ESG)

• Board as an active agent in strategic direction and oversight

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3. Family protocols and intergenerational alignment: preventing conflict and ensuring continuity

• Development of family agreements (family constitution) and succession rules

• Conflict resolution mechanisms and decision-making frameworks

• Engagement and preparation of next generations

• Alignment around shared values, vision, and long-term purpose

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4. Succession and leadership development: preparing the next generation to lead responsibly

• Structured and transparent succession planning

• Merit-based criteria for entry and advancement within the business

• Training programs, mentorship, and international exposure

• Gradual transition of leadership and preservation of institutional knowledge

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5. Governance as legacy protection: risk management, reputation, and sustainable value creation

• Strengthening internal controls, compliance, and audit practices

• Integration of ESG and socio-environmental responsibility

• Protection of family and corporate reputation

• Long-term value creation through discipline and a multigenerational vision