Do You Know Who the Hénokiens Are?
When we say “family business,” what comes to mind first? Perhaps a local bakery, a restaurant across the street, or a craft shop? But what if I told you that there are family companies that have been operating for over 500 years, passing down knowledge and values from generation to generation?
Welcome to the world of the Hénokiens – perhaps the most exclusive business association on the planet.
What is Hénokiens?
Hénokiens is an international association of family companies that has existed since 1981, headquartered in Paris. The name comes from the biblical patriarch Enoch (Henoch), who according to tradition lived 365 years. The symbolism is clear – longevity, permanence, and faithfulness to values.
The membership requirements are rigorous: a company must exist for a minimum of 200 years, be owned by descendants of the founder with at least 50% of the capital, and a member of the founding family must participate in management. In addition, the company must be in good financial standing and pass a lengthy selection process, including a 51-question questionnaire.
Today, Hénokiens has 57 members from Europe and Japan, including well-known names such as the Italian weapons manufacturer Beretta (founded in 1526), the French manufacturer Peugeot, the Dutch distillery De Kuyper, and the oldest member – the Japanese hotel Hoshi Ryokan founded in 717. Among the members are 14 Italian companies, making Italy the country with the most Hénokiens members.
Why is this important?
The Hénokiens are not an ordinary business club. Members do not exchange services, but ideas, values, and philosophy. It is an alternative business model – as opposed to the short-term thinking of multinational companies, these firms build strategies that span centuries. Their core values are: product quality, long-term planning, strong corporate culture, respect for workers and the community, and the transfer of knowledge through generations.
Global trends in family business
Statistics are unforgiving: only 30% of family firms survive the transition to the second generation, and only 5-15% survive to the third. The reasons are numerous – disagreements within the family, lack of a succession plan, slow adaptation to the market, emotional complexity that stifles business.
However, family firms show exceptional resilience. According to a PwC study from 2025, 25% of family businesses record double-digit revenue growth, and those that are agile and driven by a clear purpose outperform the competition (31% versus 21%). In Central and Eastern Europe, family firms form the backbone of the economy, with the protection of family assets (86%) and creating a legacy (78%) among the most important long-term goals.
Current trends indicate the transfer of wealth to millennials and Generation Z, who bring new priorities – digital transformation, sustainability, social responsibility, and work-life balance. Succession planning is no longer just a transfer of ownership, but preparing the new generation for leadership while preserving family values.
Family business and the law in Serbia
In Serbia, family firms make up over 70% of the business sector, but only about 30% successfully survive the transition to the next generation. The problem is that Serbian legislation does not recognize family business as a separate legal form.
According to the Law on Private Entrepreneurs, an entrepreneurial business cannot be directly inherited. During their lifetime, an entrepreneur can transfer the business through a succession agreement – the new owner establishes their own business and takes over the name, title, and obligations of the predecessor. However, this procedure is not common in practice, as it requires legal assistance and a precise agreement.
On the other hand, with business entities (LLC or joint-stock company), inheritance is possible because members own shares that can be inherited under the Law on Inheritance. Heirs can inherit based on a will or by law, whereby Serbian law protects “forced heirs” (children and spouse) who have the right to a compulsory portion.
The challenge remains that there is no systemic support for succession planning in family firms. Younger generations are often unprepared, there are no clear protocols for knowledge transfer, and emotional family dynamics can jeopardize business decisions.
The Hénokiens lesson for Serbia
The Hénokiens association shows that longevity is possible when clear values are built into the business: respect for tradition with readiness for innovation, long-term planning, professionalization of management, and a clear succession plan. The Italian members of Hénokiens prove that family business can be globally competitive and remain true to its roots for centuries.
Conclusion
For Serbian entrepreneurs, the message is clear – family business is not just a source of income, but a legacy that is being built. This requires more than daily work: a structured plan for knowledge transfer, professionalization of relationships in the family and the company, separation of emotional from business decisions, and legal regulation of succession in time.
Because while the Hénokiens celebrate centuries of existence, we in Serbia can start by ensuring that our family businesses survive at least until the next generation.
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