The consulting group at A&CE holds a significant position in the corporate combinations area, which is also evidenced in the list of references.

The data issued in a commercial bulletin show that between 1998 and 2000 we took part in some 10% of all projects of corporate combinations. In terms of the value of evaluated assets (484 bn CZK) our share was almost 26% (124 bn CZK). (Note: Unfortunately, since 2001 the data on value of evaluated assets are not announced any more.).

Our group has access to a vast database of information related to corporate combinations, as well as all professions needed for accomplishment of these transactions. We also monitor the latest trends in methodology of valuation, audit, corporate finance, technical and financial aspects of combinations and, in cooperation with attorneys' offices, the latest development in jurisdiction.

Transformation of companies differ case by case but all of them are subject to the law no. 513/1991 Coll. "Commercial Code" (hereafter ComCode). ComCode deals with company transformations in general provisions regarding commercial companies and cooperatives (the Article 69 and following) as well as in provisions touching each individual form of a commercial company or cooperative. Within these provisions the law gives references to other articles of the ComCode that are somehow related to this topic (e.g. the Article 59 - appointment of an expert) or to other laws.

A company transformation itself is not an aim but usually a means of achieving other objectives, largely more important. The transformation is an outcome of various reasons, interests and needs, and the decision to merge companies is just their consequence. The transformation can be of several forms:

• Merger
• Split
• Change of a legal form

We introduce a "Model timetable of a merger of two joint stock companies".to give you an idea how such a transformation process runs
(download Modelovy_harmonogram_slouceni.pdf 24 kB - only in Czech)

The document represents one of the standard ones that is being drawn up for a client after the Feasibility study or right at the beginning of the transformation if we are the chief coordinator of the project. It contains a punctual timetable of the process, all important milestones of the merger and their brief description, deadlines and a name of the responsible project executor. In this case, we show the timetable as an example of how a transformation runs a what is its time and professional demandiness. As we have already mentioned transformation represents a unique process and it is not possible to describe briefly the course of all its variations.