Lessons leant from the many past family disputes, is leading to many family businesses structure their personal and business assets in a manner which helps in better succession planning minimizing future disputes whilst creating enough opportunities to grow, raise money and create value. Questions are many, should the businesses be held through a trust, company, partnership firm, LLPS. Where should these entities be registered, where should the group IPs and brands be housed- in operating companies or separate companies, what should be the ideal structure - should we have holding companies, trading companies or IPR companies, should these companies be bucketed together or separately and many more strategic issues. Further, the recently introduced LLP provisions and the recent amendment to the FDI norms permitting foreign investment in LLPS provides a opportunity worth exploring for doing businesses through LLPS ring fencing liability whilst better planning taxes. Without doubt, setting up a completely new set up for family businesses or LLPS is relatively easy, transitioning an existing structure into a desired structure/ LLPs has a plethora of tax, commercial and regulatory consideration. This session will explore the possible structuring opportunities and the key challenges to be addressed in this exciting area.

 

It was almost an year back, that Leh witnessed massive destruction, triggered by the cloud burst on the intervening night of August 5 and 6, 2010.

 

76th CII Northern Region Business Outlook Survey is a quarterly study conducted to gauge the sentiment in the economy. Earlier, the survey was conducted bi-annually, but from the 74th Survey onwards the study is conducted on a quarterly basis in order to get a more frequent indicator of business sentiment. The current survey gives an outlook on business sentiments for the first quarter of 2011-12 as compared to the last quarter of 2010-11.

 

On 6 August 2010, the LEH CLOUDBURST brought about vast devastation. Hundreds of lives were lost, swept away and buried in mud, over 1300 houses destroyed; More than 40 percent farmland rendered infertile putting thousands of survivors in relief camps. CII responded by immediately swinging into action. Obstacles were slashed to permit purchases of emergency supplies and equipment, and mobilisation of other resources with minimum delay. Co-operative arrangements between government and private organisations were made to coordinate the delivery of relief supplies. With its prior experience in relief efforts at various places, CII formulated a 3-pronged strategy to support Leh in this hour of crisis.