• Silhouetted climbers helping one another towards a mountain summit
Insight

Company formation, joint ventures and sales in the CEE region

Business operations in Central and Eastern Europe: Align the legal form, joint venture, distribution channel and tax structure for market entry in the CEE region.

| Reading time 7 min. | Author: Martin Neupert

For a German company, expanding into Central and Eastern Europe is also a strategic decision. It determines whether the company will export its products, engage a commercial agent, set up its own company or enter into a joint venture. This has implications for the tax burden, liability and control over the market. The CEE region is both part of the EU single market and a legal system in its own right, as, despite harmonised framework conditions, company law, registration practices and contractual customs remain shaped by national traditions. This article examines the choice of company form, shareholders’ agreements in joint ventures, the commercial agent’s entitlement to compensation under Directive 86/653/EEC, as well as tax permanent establishments and transfer pricing.

How extensive should the local presence be: exports, sales agents or a subsidiary?

Before setting up any business, the question of the extent of your presence must be considered. The simplest form is direct export from Germany: no local presence, straightforward in terms of customs and, for the most part, VAT within the single market, but without proximity to the customer and without a local brand.

Greater proximity to the market is provided by an independent commercial agent acting on behalf of the company. They provide market access without the need for a company of one’s own, but trigger a compensation claim at the end of the contract that is difficult to negotiate away. The authorised dealer, on the other hand, buys on their own account and resells the goods; they bear the sales risk but tie up less of the manufacturer’s own capital.

The most far-reaching option is to set up one’s own sales or production company. This provides full control over pricing, branding and staff, but entails fixed costs, a tax presence and personal liability for the local managing director. It usually makes sense to opt for a solution that allows for future expansion without having to dismantle the initial structure.

In practice, the nature of the business is the deciding factor. A toolmaker with just a few major customers in the Czech Republic rarely needs its own company, whilst a consumer goods manufacturer with a broad retail presence in Poland can hardly manage without a local presence. The structure should follow the sales model.

Legal forms in the destination country: equivalents of the GmbH and their pitfalls

Every country in the region has a counterpart to the German GmbH: the Polish sp. z o.o., the Czech and Slovak s.r.o., the Hungarian Kft., the Romanian SRL and the Bulgarian OOD. They limit liability to the company’s assets, operate in principle like the familiar GmbH and are the standard vehicle for a subsidiary.

The minimum share capital is low or almost symbolic in several of these countries, whilst in others it is fixed at a specific amount; the current amount should be checked as part of any incorporation planning. More important than the capital requirement is the liability of the managing director. This liability is very real: anyone who fails to comply with the obligation to file for insolvency or fails to pay taxes and social security contributions is personally liable under many of these legal systems, in some cases to a greater extent than in Germany.

Added to this are the practical hurdles involved in setting up a company: notarisation, registration in the relevant commercial register, a registered office and, a factor often underestimated, the opening of a bank account for a company with a foreign beneficial owner. These steps take time, require a local presence and must therefore be factored into the timetable at an early stage.

A special case is the managing director of the foreign subsidiary. In several jurisdictions in the region, they are not required to hold citizenship, but must ensure there is a contactable representative in the country; it is difficult to manage a company from Germany alone in the long term. Anyone who delegates management to a local individual must clearly set out that person’s powers, reporting obligations and limitations in the employment contract and the articles of association.

Joint venture with a local partner: equity stake, control and exit

If a local partner brings market access, licences or established customer relationships to the table, a joint venture is often the quicker route than building a business from scratch. Its legal core lies not in the shareholding ratio, but in the shareholders’ agreement. This sets out who appoints the managing director, which transactions require the consent of both parties, how profits are to be allocated and whether a non-compete covenant applies.

A 50/50 shareholding appears fair, but carries the risk of deadlock. In the event that the partners cannot reach an agreement, the contract must include a mechanism: escalation to shareholder level, mediation or, as a last resort, a buy-out clause allowing one partner to buy out the other. Equally important is an orderly exit strategy involving pre-emption rights, co-sale rights and call or put options.

It should be borne in mind that not every clause in a shareholders’ agreement has the same enforceability under local law as it does in Germany. Matters that bind the company externally belong in the articles of association; those that only bind the shareholders amongst themselves belong in the agreement. This distinction determines validity in the event of a dispute.

One point that is often overlooked is the treatment of intellectual property. If the German parent company contributes trade marks, patents or know-how to the joint venture, the right to use these should be set out in a separate licence agreement and not included in the contribution. Should the collaboration end, the technology should revert to the parent company and not remain with the former partner.

Sales Organisation: Commercial Agents, Authorised Dealers and the Applicable Law

Sales in the region are primarily conducted through commercial agents and authorised dealers. In the case of commercial agents, the entitlement to compensation upon termination of the contract is the key issue. This is based on the European Commercial Agents Directive (86/653/EEC), which has been transposed by all CEE countries, and can hardly be effectively ruled out in advance. Anyone setting up a distribution network should factor this future payment into their calculations from the outset.

As regards the contracts themselves, the Rome I Regulation (593/2008) generally permits the free choice of law. German law may be agreed upon, but mandatory local provisions – for example, in the areas of consumer protection or distribution law – will apply regardless. Within the EU, the Brussels Ia Regulation (1215/2012) governs the place of jurisdiction; where an arbitration clause is more appropriate, the New York Convention ensures the enforcement of the arbitral award.

In practice, the issue of language is often underestimated. A contract drawn up in two language versions requires a clear rule on which version takes precedence, and the local scrutiny of standard terms and conditions is subject to its own standards. A clause in the standard terms and conditions translated from German which does not stand up to local scrutiny of its content is not a safeguard, but a loophole.

For authorised dealers, not every legal system in the region provides for compensation comparable to that of a commercial agent; however, some courts have applied the same principles where the dealer was integrated into the sales organisation in the same way as an agent. Before entering into a contract with an authorised dealer, it is therefore worth reviewing the case law of the target country.

Taxation, Permanent Establishments and Transfer Pricing

As a company’s local presence grows, so does its tax liability. The first question is: at what point does the activity constitute a permanent establishment for tax purposes in the host country? A dependent agent who regularly concludes contracts, or a fixed place of business, may exceed this threshold, with the result that part of the profit is taxable there. The relevant double taxation agreement between Germany and the host country determines the allocation.

The arm’s length principle applies between the German parent company and the local subsidiary. Supplies, licences and services within the group must be invoiced on terms that would also be customary between unrelated parties, and transfer pricing must be documented. Failure to do so may result in additional tax assessments and double taxation.

When it comes to profit repatriation within the EU, the Parent-Subsidiary Directive and the Interest and Royalties Directive significantly reduce withholding tax on dividends, interest and royalties, provided the conditions are met. The structure should make use of these relief measures from the outset, rather than having to rectify the situation retrospectively.

Although VAT is harmonised within the single market, it requires registration and due care: intra-Community supplies, correct invoicing and reporting obligations determine whether the input tax deduction is retained. An error in VAT treatment is often only discovered during a tax audit, but when it is, it affects several years at once.

Managing local law firms: a single point of contact across multiple jurisdictions

Anyone operating simultaneously in several countries across the region faces a coordination challenge. Each jurisdiction has its own law firms, its own registration practices and its own language. Without central coordination, isolated solutions arise: in one country, the distribution structure is properly set up; in another, the commercial agent clause is missing; in a third, the group structure differs.

It therefore makes sense to have a lead law firm that sets uniform standards, commissions local advisers and reviews their work against a common template. The client is provided with a single point of contact, a clear reporting line and a consistent contractual framework, rather than a patchwork of individual mandates.

Anyone who has been working in the region since the early years following its opening is familiar with the recurring sticking points: the reliability of company register extracts, the time taken to obtain approvals, and the peculiarities of the local notarial system. This experience streamlines processes and prevents every market entry from having to start from scratch.

In practical terms, management also means adjusting expectations regarding pace and form. What takes a week in Germany may take a month in the target country, and a registration procedure can fail simply because of a missing apostille or an uncertified translation. When factored into the planning, this friction hardly costs any time.

About the author

Martin Neupert
Martin Neupert
Partners · Property and Procurement
Get in touch

Martin Neupert is a solicitor and founding partner of Maxfeld.legal. He has been advising entrepreneurs and investors for over 30 years on company and commercial law, specialising in cross-border structures in Central and Eastern Europe.

A hiker crossing a narrow suspension bridge over a forested gorge

Expanding into Central and Eastern Europe

We organise your market entry in the CEE region – from the choice of legal structure through to joint ventures and distribution agreements – and coordinate the work of local law firms on your behalf.

Get in touch

Frequently asked questions about doing business in the CEE region

That depends on the level of control required and the volume of business. A commercial agent provides access to the market without the need for a company of one’s own, but triggers a compensation claim at the end of the contract that is difficult to waive. Having your own sales company gives you full control over pricing, branding and staff, but entails fixed costs, a tax presence and personal liability for the managing director. Often, a phased approach is the best way forward: start with a commercial agent or authorised dealer, then set up your own company once the volume justifies the structure.

In several countries in the region, it is low or virtually symbolic; in others, it is set at a fixed amount. The exact amount varies and must be checked to ensure it is up to date before any company is incorporated. More important than the capital requirement is the liability of the managing director: anyone who fails to comply with the obligation to file for insolvency or fails to pay taxes is personally liable in many of these legal systems, in some cases to a greater extent than in Germany.

It governs the internal relationship between the partners: who appoints the managing director, which transactions require the consent of both parties, how profits are to be allocated, whether a non-compete covenant applies, and how a partner may withdraw. Key provisions include a mechanism to resolve deadlocks, as well as pre-emption, co-sale and option rights. Any provisions intended to be binding on the company externally should also be included in the articles of association, as a shareholders’ agreement alone does not always carry the same legal weight under local law.

In principle, the law chosen by the parties. The Rome I Regulation permits the free choice of law. German law may be agreed upon, but mandatory local public policy provisions apply regardless, and the commercial agent’s severance payment under the EU Directive remains mandatory within its scope of application. The Brussels Ia Regulation governs the place of jurisdiction. Alternatively, an arbitration clause under the New York Convention ensures enforceability.

If there is a permanent establishment or if a dependent agent regularly concludes contracts on behalf of the company, then part of the profit is taxable in the country of destination. The exact allocation is determined by the double taxation agreement between Germany and the country in question. The very structure of the sales organisation is a key factor in determining whether the threshold is exceeded.

Ideally, this should be done through a leading law firm that sets uniform standards, appoints local advisers and reviews their work against a common template. This results in a single point of contact, a clear reporting structure and a consistent contractual framework, rather than numerous unconnected individual mandates. This prevents a situation where the distribution arrangements are properly set up in one country but a key clause is missing in another.

More articles on this topic

Show all 31 articles Show less

Contact

Get in touch

Send us a message. We will get back to you within one working day.

Maxfeld.legal

Rechtsanwaltsgesellschaft mbH
Leipziger Platz 21
90491 Nuremberg

Brochure

Request brochure

Enter your contact details. We will send you the brochure by email right away.