Kaj se zgodi s podjetjem, ko se njegov ustanovitelj odloči za umik? Od odgovora so odvisni prihodnost zaposlenih, odnosi s kupci in dobavitelji ter nadaljevanje dejavnosti, ki je pogosto nastajala desetletja. Na srečanju regionalne skupine deležnikov projekta REBTES, ki je 16. septembra potekalo na OOZ Maribor, so zato v ospredje postavili konkretno vprašanje: kako lastnike pravočasno doseči in jim olajšati pot do uspešnega prenosa podjetja?
V razpravi so sodelovali predstavniki podpornega okolja, med njimi SPIRIT Slovenija, pristojnega ministrstva (Ministrstvo za gospodarstvo, delo in šport), RRA Podravje in Borze posla. Ključne usmeritve so bile jasne: zgodnejše ozaveščanje, bolj povezano svetovanje, dostopnejše financiranje manjših prevzemov in spremljanje učinkov podpore. Vodja projekta na OOZ Maribor je predlagal oblikovanje operativne delovne skupine, ki bi se redno sestajala in te usmeritve razvila v izvedljive predloge ukrepov.
Do lastnikov je treba priti prej
Podjetniki se s prenosom pogosto začnejo ukvarjati šele, ko postane nujen. Takrat je manj časa za pripravo naslednika, iskanje kupca ali dogovor o finančni prihodnosti ustanovitelja. Razprava je poudarila tudi razliko med prenosom vodenja in lastništva: naslednja generacija lahko podjetje že vodi, lastniški odnosi in prihodnje vloge pa ostajajo neurejeni. Če družinskega naslednika ni, je treba dovolj zgodaj razmisliti o prodaji ali odkupu s strani vodstva oziroma zaposlenih.
Predstavnica ministrstva je opozorila na težave pri dostopu do podatkov, ki bi omogočili ciljno obveščanje lastnikov glede na njihovo starost. RRA Podravje je predlagala preveritev možnosti pridobitve podatkov AJPES o podjetjih z lastniki, starejšimi od 55 let, in njihovih odgovornih osebah. Namen bi bil neposreden nagovor z informacijami o pripravi na prenos. Pred izvedbo je treba razjasniti dostopnost podatkov in pogoje njihove uporabe. Ena od možnosti je tudi obveščanje prek rednih komunikacij AJPES.
Na tej podlagi je bil podan predlog obiskov usposobljenih svetovalcev v podjetjih v letu 2027. Ti bi lastnikom pomagali prepoznati odprta vprašanja in jih usmerili k ustrezni podpori. Predlagano je bilo financiranje obiskov iz sredstev ministrstva, vendar izvedbeni model in sredstva še niso potrjeni. Bistvo pobude je približati pomoč podjetniku, še preden jo zaradi časovne stiske začne iskati sam.
Prvi korak bo lahko tudi samoocena. SPIRIT Slovenija pripravlja brezplačen spletni vstopni obrazec za oceno pripravljenosti podjetja na prenos lastništva, zasnovan na podlagi knjige WISE EXIT. Takšno orodje lahko lastnika spodbudi k razmisleku o nasledstvu, časovnici in vprašanjih, ki jih mora urediti. Ob tem so sodelujoči poudarili pomen uporabe obstoječega svetovanja in vavčerske podpore, tudi v družinskih podjetjih.
Za male prevzeme potrebujemo primerne finančne rešitve
Posebej pomembna za obrtnike je bila razprava o financiranju. Tomo Senekovič (Borza posla) je opozoril, da imajo manjša podjetja, denimo delavnice s tremi do petimi zaposlenimi, drugačne potrebe kot večji prevzemi. Kupec pogosto nima celotne kupnine ali zadostnega zavarovanja za posojilo, prodajalec pa ni vedno pripravljen čakati na postopno izplačilo. Tudi dober posel se lahko zato ustavi pri vprašanju, kako ga financirati.
Kot možnost je bila izpostavljena prilagoditev oziroma razširitev garancijskih shem za manjše prevzeme. Predstavnica SPIRIT Slovenija je napovedala pogovor s Slovenskim podjetniškim skladom o tej možnosti. Predlog je usmerjen v pomoč kupcu pri financiranju manjkajočega dela kupnine, ob ustreznih varovalkah. Gre za smer nadaljnje preučitve, ne za že uveden finančni produkt.
Finančna vprašanja so pomembna tudi znotraj družine. Nasledniki lahko prevzamejo delo in odgovornost, vendar nimajo dovolj sredstev za izplačilo ustanovitelja. Ta zato ostaja povezan s podjetjem tudi zaradi svoje materialne varnosti. Uspešna priprava mora vključevati jasen dogovor o lastništvu, vlogah in načinu izplačila, ki je vzdržen za podjetje ter obe generaciji.
Zaupanje gradijo ljudje in jasni postopki
Sodelujoči so poudarili, da nova spletna baza sama ne zagotavlja uspešnih prenosov. SPIRIT Slovenija je izpostavil potrebo po jasnem postopku, zaščiti kupca in prodajalca ter stalnih virih za upravljanje morebitne platforme. Borza posla je opozorila na diskretnost: informacija o prodaji lahko vpliva na zaposlene, kupce in dobavitelje. Povezovanje strank zato zahteva zaupnost, strokovno delo in aktivno spremljanje posla.
Pomembna usmeritev je tudi boljše spremljanje rezultatov. Predstavnik RRA Podravje je opozoril, da brez podatkov o prenosih, zapiranju podjetij in učinkih podpore težko presojamo uspešnost ukrepov. Odprta je bila možnost preizkusa dobre rešitve na Štajerskem in njene poznejše širitve na nacionalno raven. Prenosom uveljavljenih podjetij je treba nameniti več pozornosti, saj z njimi ohranjamo delovna mesta, znanje in storitve v lokalnem okolju.
REBTES, ki poteka v programu Interreg Europe, omogoča tudi učenje iz evropskih izkušenj. Slovenski vavčerski sistem je vzbudil zanimanje tujih partnerjev, zlasti finskih. Maribor bo 26. in 27. maja 2027 gostil partnerski dogodek in ogled dobrih praks s poudarkom na povezovanju zunanjih specialistov s podjetji.
Srečanje je začrtalo konkretne naslednje korake: preveriti možnosti ciljnega nagovora lastnikov, razviti predlog svetovalnih obiskov in preučiti financiranje malih prevzemov. Za podjetnike pa ostaja najpomembnejše sporočilo: pogovor o prihodnosti podjetja je smiselno začeti dovolj zgodaj, ko je na voljo še več poti in dovolj časa za dobro odločitev.
English version:
Title: Business transfers need timely planning and accessible support
What happens to a business when its founder and owner decides to step down? The answer shapes the future of its employees, its relationships with customers and suppliers, and the continuity of a business often built over decades. At the REBTES Regional Stakeholder Group meeting held on 16 September at the Maribor Chamber of Craft and Small Business (OOZ Maribor), participants therefore focused on a practical question: how can business owners be reached in good time and supported towards a successful business transfer?
The discussion brought together representatives of business support organisations, including SPIRIT Slovenia (Slovenia Business Development Agency), the relevant ministry (Ministry of the Economy, Labour and Sport), RRA Podravje (Regional Development Agency Podravje) and Borza posla. The priorities were clear: earlier awareness raising, better coordination of advisory services, more accessible finance for smaller acquisitions, and monitoring the impact of support. The project manager at OOZ Maribor proposed establishing an operational working group that would meet regularly and turn these priorities into feasible policy proposals.
Reaching business owners earlier
Entrepreneurs often begin thinking about a business transfer only when it becomes urgent. This leaves less time to prepare a successor, find a buyer or agree on the founder’s financial future. The discussion also highlighted the distinction between transferring management and transferring ownership: the next generation may already be running the business while ownership arrangements and future roles remain unresolved. If there is no family successor, a sale or a management or employee buyout needs to be considered well in advance.
The ministry representative highlighted difficulties in accessing data that would enable targeted outreach to owners based on their age. RRA Podravje proposed exploring the possibility of obtaining AJPES (Agency of the Republic of Slovenia for Public Legal Records and Related Services ) data on businesses with owners aged over 55 and the people responsible for those businesses. The aim would be to contact them directly with information on preparing for a transfer. Before proceeding, the availability of the data and the conditions governing its use need to be clarified. Another option is to provide information through AJPES’s regular communications.
Building on this, participants proposed visits to businesses by trained advisers in 2027. The advisers would help owners identify unresolved issues and direct them towards appropriate support. Funding the visits through the ministry was proposed, but neither the delivery model nor the funding has yet been confirmed. The aim is to bring support to entrepreneurs before time pressure forces them to seek it themselves.
Self-assessment could also be a first step. SPIRIT Slovenia is preparing a free online initial assessment form to help businesses assess their readiness for an ownership transfer, based on the book WISE EXIT. Such a tool can encourage owners to think about succession, timing and the issues they need to address. Participants also stressed the importance of using existing advisory services and voucher support, including in family businesses.
Smaller acquisitions need suitable financing solutions
The discussion on financing was particularly relevant to craft businesses. Tomo Senekovič (Borza posla) pointed out that smaller businesses, such as workshops with three to five employees, have different needs from those involved in larger acquisitions. Buyers often lack the full purchase price or sufficient collateral for a loan, while sellers are not always willing to accept payment in instalments. Even a sound deal can therefore stall over the question of how to finance it.
Adapting or extending guarantee schemes to support smaller acquisitions was identified as one possible solution. The SPIRIT Slovenia representative announced plans to discuss this option with the Slovene Enterprise Fund. The proposal aims to help buyers finance the shortfall in the purchase price, with appropriate safeguards. This is an option for further consideration, rather than a financial product already in place.
Financial issues also matter within families. Successors may take on the work and responsibility but lack the funds to buy out the founder. The founder may therefore remain involved in the business partly to maintain their financial security. Effective preparation must include a clear agreement on ownership, roles and payment arrangements that is sustainable for the business and both generations.
People and clear procedures build trust
Participants stressed that a new online database alone cannot guarantee successful transfers. SPIRIT Slovenia highlighted the need for a clear process, protection for both buyer and seller, and ongoing resources to manage any future platform. Borza posla emphasised discretion: news of a sale can affect employees, customers and suppliers. Connecting the parties therefore requires confidentiality, professional expertise and active support throughout the transaction.
Better monitoring of results is another priority. The RRA Podravje representative pointed out that, without data on transfers, business closures and the impact of support, it is difficult to assess how effective the measures are. Participants discussed the possibility of piloting a promising solution in the Štajerska region and subsequently extending it nationwide. Transfers of established businesses deserve greater attention because they preserve jobs, knowledge and services in local communities.
REBTES, implemented under the Interreg Europe programme, also provides opportunities to learn from experience across Europe. Slovenia’s voucher scheme has attracted interest from international partners, particularly those from Finland. On 26 and 27 May 2027, Maribor will host a partner event and a study visit showcasing good practices, with a focus on connecting external specialists with businesses.
The meeting identified concrete next steps: explore options for targeted outreach to owners, develop a proposal for advisory visits, and examine financing for small business acquisitions. For entrepreneurs, the key message remains to start discussing the future of their business early, while several options are still available and there is enough time to make a well-considered decision.
