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December 4, 2008

A family-owned American bearing company has lived up to its reputation as a business that treats its staff like family by giving them five-figure bonuses.

A family-owned American bearing company has lived up to its reputation as a business that treats its staff like family by giving them five-figure bonuses.
 
Illinois-based PEER Bearing Company has distributed $6.6 million in bonuses to its 230 US and British employees. The Spungen family sold the business to Sweden’s SKF Group earlier this year.
 

July 2, 2008

Reliance Money, part of Anil Ambani’s business empire, is to enter into the wealth management sphere.

Reliance Money, part of Anil Ambani's (pictured) business empire, is to enter into the wealth management sphere. The company, the largest broking and distribution house in India, wants to tap into the two million wealthy individuals in India, holding over $510 billion in liquid assets, who are projected to inhabit the country by 2011.

May 6, 2008

The shareholders of family-controlled Aflac Inc have overwhelmingly approved the company's pay-for-performance compensation policies.

The shareholders of family-controlled Aflac Inc have overwhelmingly approved the company's pay-for-performance compensation policies – a strategy put forward by second-generation chairman and CEO Daniel P Amos (pictured).

Ninety three percent of votes were cast in favour of "Say-on-Pay" with only 2.5% against. The historic vote marks the first time shareholders were empowered to vote on executive compensation at a public company in the US.

July 1, 2005

Money and how it is distributed among stakeholders in family businesses is a source of great conflict. But if systems are set up to standardise payouts, it will serve to educate those involved and avoid resentment and conflict arising, writes Sam Lane

Sam Lane is a family business consultant with the Aspen Family Business Group

Money and how it is distributed among stakeholders in family businesses is a source of great conflict. But if systems are set up to standardise payouts, it will serve to educate those involved and avoid resentment and conflict arising, writes Sam Lane

May 1, 2005

Both sides of a three-generation manufacturing business have been to see the corporate attorney to end their business arrangement. Neither branch of the family wanted to be tied to the other any longer financially.

This case was written and co-ordinated by Richard Segal, chairman of the Family Business Council of Southeastern Michigan.

Both sides of a three-generation manufacturing business have been to see the corporate attorney to end their business arrangement. Neither branch of the family wanted to be tied to the other any longer financially. Both sides are willing to either buy or be bought, but neither has the funds to do so, and neither is willing to finance the sale on time. Trust in the family has run aground with no relief in sight.

April 1, 2002

The two-volume history, The House of Rothschild by Niall Ferguson, gives remarkable insight into how the Rothschild family prospered as a formidable force in Europe throughout the 19th century and has maintained the tradition to this day

The two-volume history, The House of Rothschild by Niall Ferguson, gives remarkable insight into how the Rothschild family prospered as a formidable force in Europe throughout the 19th century and has maintained the tradition to this day

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