Good corporate governance clearly separates the roles of ownership, oversight and operational management and makes decisions traceable. In Switzerland the Code of Obligations, the articles of association and an empowered board of directors form the legal framework; listed companies are subject to additional transparency obligations. This division of roles prevents conflicts of interest and ensures that no one supervises themselves.
Effective governance is more than a set of rules: it relies on clear responsibilities, honest reporting, a functioning internal control system and a culture in which risks are addressed openly. This is how trust is built with banks, business partners and employees. A culture in which uncomfortable news reaches the table early is often worth more than the most detailed rulebook.
Governance also matters for unlisted SMEs and family businesses: clear competences, documented resolutions and a clean separation between board and management ease financing, succession and the cooperation of several owners. Governance is therefore not a luxury for large corporations but a practical tool at any size.
A common misunderstanding is that good governance slows the company down or replaces trust with bureaucracy. In fact the opposite is true: clear structures are what make fast, well-supported decisions possible in the first place and protect everyone involved — precisely when things get difficult. Governance should order responsibility, not stifle entrepreneurship.
In a group the holding sets the governance framework, while the operating companies act independently within it. At HOSCH Holding this preserves the speed and market proximity of the individual companies — FlyBusiness, Planet and Zerdawa — without losing control and shared standards. The holding sets the guardrails; the companies shape their business within them themselves.