1. 1 KPMG – FAMILY BUSINESS Structuring to sustain the competitive edge

2. 2 Overview 1. Objectives 2. Introductions 3. Competitive advantages of being a family business 4. Role of structures and frameworks 5. Questions

3. 3 1. Our panel’s objectives Discuss the competitive advantages of being a family business Explore structures and frameworks to manage how the family participates in the: Management Governance Ownership of a family business Analyse the need for these structures and frameworks to evolve with the family

4. 4 2. Introductions James Goodman – Goodman Private Wealth Advisers Mitchell Taylor – Taylors Wines Peter Edwards – The Victor Smorgon Group

5. 5 3. Competitive advantages of being a family business James Goodman Mitchell Taylor Peter Edwards

6. 6 4. Role of structures and frameworks Ownership stage Shareholder issues Management issues Management stage Governance framework First generation The founder 1. Leadership transition 2. Succession 3. Spouse insurance 4. Estate planning 1. Survival 2. Growth 1. Entrepreneurship 1. Team of advisers Second generation Sibling partnership 1. Maintaining teamwork 2. Sustaining family ownership 3. Succession 1. Adopting professional management 2. Revitalising strategy 1. Professionalisation 1. Advisory board 2. Family constitution 3. Shareholder agreement Third generation & beyond Family dynasty 1. Allocation of capital 2. Shareholder liquidity 3. Family culture and vision 4. Conflict resolution 1. Allocation of resources 2. Leadership succession 3. Shareholder relations 1. Holding – Stewardship 1. Board of directors 2. Family Council 3. Shareholder agreements John Ward, Family Business Governance

7. 7 5. Questions