No conflicts of interest
One feature distinguishes Haniel from other family-owned groups: since the beginning of the 20th century, corporate management has been entrusted to external managers. No family member works in the Group. Entrepreneurial decisions can thus be taken without regard to family commitments in order to achieve optimal business results.
Stable community of values
The family members claim a long-term average of 25% of their own share of the Group annual net income. And they only pass on Haniel shares to each other. This means that selling to people outside the business is not possible.
Well organised
The more than 600 shareholders are organised in the Shareholders’ Meeting, which meets once a year and elects members to sit for periods of five years on the Advisory Board representing the family. This forms the link between the family and the company, and channels communication with the shareholders. The Advisory Board consists of 30 family members, nine or ten of whom then form the “Small Circle”. Eight members of the “Small Circle” are delegated by the Shareholders’ Meeting as representatives of ownership to the Supervisory Board. The chairmanship of the Supervisory Board has always been held by a family member. As in large stock corporations, this monitoring body comprises an equal number of representatives of ownership and of labour. Together they appoint and dismiss members of the Managing Board, monitor their work and support them in an advisory capacity. Four members of the Supervisory Board form the Audit Committee. This monitors the accounting process and the effectiveness of the internal control system, the risk management system and the internal audit function. Moreover, the committee examines and confirms the impartiality of the auditors of the financial statements.
