Confianz

Etiqueta: crecimiento empresarial

  • What is a large company for tax purposes in 2025

    The Tax Agency has drawn a clear line: any company with an annual turnover exceeding €6,010,121.04 is considered a large company. This figure is not calculated on the basis of profits or net income, but on total turnover. And the change in status is immediate: if you exceed this threshold this year, you will be a large company next year.

    This volume is calculated by adding up all deliveries of goods and services provided, including those exempt from VAT. Tax payments and occasional transactions such as the sale of real estate or assets are not included. Financial transactions and certain agricultural or livestock activities that are taxed under special regimes are also not counted.

    Crossing this threshold changes a lot. It is not just a matter of invoicing more. From then on, the tax authorities expect a different way of operating. Failure to adapt can lead to penalties, management errors or even liquidity problems.

    What it means to be a large company in tax terms

    Once your company is considered a large company for tax purposes, everything changes: deadlines, how to file returns, your relationship with the administration… It’s a leap in level. These are the main consequences:

    • Monthly returns. It is no longer enough to file them quarterly. VAT (form 303) and withholdings (forms 111 and 115) must be submitted every month.
    • Mandatory SII. Immediate information provision requires keeping VAT records electronically, sending invoice data to the tax authorities almost in real time.
    • Electronic notifications. All official communications are made electronically. The company must have a digital certificate and pay attention to notifications.
    • Installment payments other than corporation tax. The system provided for in Article 40.3 of the Corporation Tax Act applies, which requires payments to be calculated on the basis of actual results for the financial year.

    In addition, many self-assessments must be submitted exclusively electronically, including forms as diverse as 200, 232, 349 and 720, among others. The list is long and leaves no room for error.

    Managing all this requires more than just technical resources. It requires solid tax organisation, cash flow forecasting and experienced teams. It is not uncommon for growing companies to find themselves overwhelmed after changing status.

    How to prepare to become a large company

    The best way to deal with the status of Large Enterprise for tax purposes is to anticipate it. If your company is approaching the threshold, it is advisable to carry out an internal tax review. What systems do you have in place to control invoicing? How is the accounting done? Are you prepared to file monthly returns without errors?

    An essential step is to digitise your processes. The use of accounting software adapted to the SII is no longer optional. You must also ensure that you have a valid electronic certificate and that your finance team is aware of the new deadlines.

    Another key point is cash flow. Filing and paying monthly can affect liquidity. Adjusting collection and payment schedules or planning corporate tax instalments well is vital to avoid financial stress.

    At Confianz, we help many companies that have taken this leap. We know that the problem is not only technical: it is organisational and strategic. That is why we not only comply, but also help you gain efficiency, avoid penalties and maintain control even when the tax pressure intensifies.

    Becoming a large company for tax purposes is much more than a change of category. It is a complete transformation in the way you interact with the tax authorities. Knowing what this entails, anticipating it and having a good tax strategy is what makes the difference between a company that adapts and one that struggles.

    At Confianz, we not only know the regulations, we also understand the reality of growing businesses. If you are close to the large company threshold, we can help you make the leap with confidence. Let’s talk.

  • The rise of M&A in Spanish family businesses in 2025

    The rise of M&A in Spanish family businesses in 2025 is the result of a structural transformation. Family businesses, which account for 92.4% of the business sector in Spain and generate 70% of private employment (Family Business Institute, 2025), are leading a new cycle of growth.

    According to the report by Maio Legal and Strategy with Purpose (2025), 27% of family owners are planning acquisitions, while 29% are leaning towards strategic alliances. This dynamic reflects a new mindset: less conservatism, more forward-looking.

    Family fusiness drives mergers and acquisitions

    In 2023, 43% of M&A deals in Spain involved family businesses, surpassing private equity (26%) and industrial corporations (19%), according to the INE. This is not anecdotal: it is a solid trend that continues in 2025.

    The report M&A and family business: how to align ownership and management at the moment of truth points out that this boom is supported by a favourable financial context. Corporate indebtedness fell for the second consecutive year to 64.7% of GDP, the lowest level since 2001 (Bank of Spain, quoted by Cinco Días, 31 May 2025).

    But there is more to the story: a generation of business leaders – mainly baby boomers – are now facing key decisions about the future of their businesses. Expand? Find a partner? Sell? For many, M&A becomes the structural answer to these dilemmas.

    Leading sectors and real opportunities

    The rise of M&A in the Spanish family business in 2025 is more visible in fragmented sectors, in consolidation or with technological pressure. According to Business People (2 June 2025), the clearest opportunities are in:

    • Energy: The energy transition requires financial muscle and technical know-how. Many family-owned SMEs are merging or integrating renewable projects to stay competitive.
    • Technology: Digital change is no longer optional. Traditional companies are acquiring technology start-ups to update processes, sales channels and business models.
    • Pharmaceuticals: The concentration of laboratories and distributors is driving acquisitions to gain scale, diversification and access to R&D.
    • Agri-food and manufacturing: Sectors where global competition and tight margins are pushing for integrations. Here, many family-owned companies seek to lead consolidation, rather than be absorbed.

    Maio Legal and Strategy with Purpose note that the most active family businesses share a pattern: sound financial structure, strategic vision and professionalised governance. The key is deciding whether to lead change or to give ground to external capital.

    Succession

    While the enthusiasm is real, so are the challenges. The biggest internal hurdle remains succession. According to the Family Business Institute (2025), 70% of first-generation family businesses do not have a defined succession plan. This puts their continuity beyond the founder at risk.

    EY and the University of St. Gallen, in their Global Family Business Index 2025, warn that only 30% of these companies manage to survive the transition to the second generation. The lack of alignment between family and professional management can have a direct impact on daily operations, slowing down up to 30% of the activity (Maio Legal, 2025).

    This emotional and structural environment makes any M&A process a complex decision. It is not only about growing or selling, but also about redefining the role of the family, professionalising corporate governance and avoiding internal tensions.

    As Nuria Morcillo points out in Cinco Días (31 May 2025), «M&A in family businesses is not a simple transaction. It is an identity transformation that requires maturity, advice and business vision».

    At Confianz we have accompanied hundreds of companies in merger, acquisition or restructuring processes, combining strategic vision, legal knowledge and family sensitivity. If you are evaluating growth or restructuring, let’s talk. We can help you make decisions.

  • The ideal time to restructure a company

    Although no company is born with the need to be restructured, growth and diversification often create challenges that make it imperative to rethink the organisational structure. But when is the right time to restructure your company? Let’s look at the key signs and some practical examples.

    Why does growth drive the need for restructuring?

    As a company grows, it is common for it to diversify its business lines, broadening its portfolio beyond its core business. This diversification, while beneficial, introduces different types of risks that need to be properly managed. Manuel Urrutia of Confianz points out that growth can generate financial and operational stresses that require restructuring to be managed effectively.

    Signs indicating the need to restructure

    1. Financial risk: If different business areas have disparate payment and collection schedules or inconsistent cash flows, it is advisable to consider separating these units into different legal entities. This strategy facilitates negotiation with investors and financial institutions, allowing for more efficient management of financing needs.
    2. Labour risk: Companies with divisions that have significantly different labour requirements, such as variations in the number of employees or union obligations, may benefit from restructuring. By segmenting these units, the labour particularities of each can be managed more effectively.
    3. Commercial or operational risk: Different business units may serve different types of customers or have different profitability margins. A restructuring allows commercial and operational strategies to be tailored to the specific needs of each segment, thereby optimising the company’s overall efficiency and profitability.

    Practical cases of restructuring in Spain

    In Spain, several companies have successfully restructured to adapt. For example, Clínica Baviera, specialising in eye care, has experienced significant growth, expanding to 135 clinics in Europe and performing 180,000 interventions per year. This expansion has required a restructuring to efficiently manage its operations and maintain its focus on reliable techniques and continuing education.

    Another example is Caser, the Spanish insurer which, under the new leadership of Juan Estallo, has initiated an organisational transformation with a clear focus on the customer. This restructuring aims to create a more flexible and market-oriented organisation, strengthening key areas such as technology, human resources and strategy.

    In addition, Banco Sabadell decided to move its headquarters back to Catalonia after several years in Alicante. This strategic move, in the midst of a takeover bid by BBVA, seeks to secure the loyalty of Catalan shareholders and to take advantage of a more stable political climate in the region.

    Benefits of well-planned restructuring

    Adequate restructuring can offer multiple benefits:

    • Resource optimisation: Aligning the organisational structure with the specific needs of each business unit allows for a more efficient allocation of financial and human resources.
    • Improved risk management: By segmenting business units according to their risk profiles, it facilitates the implementation of more effective mitigation strategies.
    • Increased profitability: Tailoring operational and commercial strategies to the particularities of each segment can lead to improved profit margins.
    • Attracting investors: A clear and well-defined organisational structure can be more attractive to potential investors, facilitating access to capital for future expansion.

    It is important to stress that restructuring is not a one-off event, but a continuous process that must be aligned with the evolution and growth of the company. As our chairman, Manuel Urrutia, points out, «when you start with restructuring, you don’t stop seeing improvement actions, so it’s a virtuous circle».

     

     

    Are you considering a restructuring for your company? Our team of experts is ready to help you identify the opportunities and strategies that best suit your needs. Contact us for a personalised consultation and find out how we can boost the success and sustainability of your business.