Founded by Jean Biever in the late 1950s, Genista has its roots in Sanichaufer. His son Nico, who still heads the company today, took over the business in 1984. The business gradually expanded its scope with the creation of Sanichaufer Toitures in 1998, the development of the electrical division in 2005, and the introduction of telephony and IP network services in 2008.

At the same time, Electrosecurity was founded in 1992 by Gilles Reinert, specialising in security systems. In 2017, Sanichaufer and Electrosecurity merged to form Genista, bringing together complementary expertise in building technologies. This merger enables the company to offer comprehensive solutions, from installation and commissioning to maintenance and repairs, for both private and business customers.

Today, Nico Biever remains managing director and chairman of the management board, whilst Yohann Murgia serves as deputy managing director. The next generation is gradually joining the company.

In your view, what is the main lesson you have learnt from your experience – or from your ongoing reflections – regarding succession planning and engaging the next generation within your company?

Nico Biever. – “I’d been planning the succession for quite some time, so there was no stress at all. Everything is in place and is starting to run as planned.

How do you manage to balance the family’s expectations with the company’s economic and strategic imperatives, and which trade-offs have been the most decisive?

“It was an emotional time when I parted ways with my business partners by buying out their shares. The process went smoothly for everyone, but it required a significant financial investment on my part.

Which decisions or developments relating to governance or the professionalisation of management have had the most significant impact on your company?

“Reducing the number of managers from ten – one per department – to three, and cutting overheads from 100 to 75, has led us to a lean management approach that is now bearing fruit.

How does your company balance the need to honour its heritage with the need to innovate or transform itself in order to remain competitive?

"There’s no tension; it just happens naturally.

What were the most decisive choices regarding the financing of growth, and how did they influence the company’s governance and trajectory?

“Refinancing the business through bank loans.

What strategies have been most effective in developing your product or service offering whilst remaining true to the company’s core values?

"Restructuring the company to adopt lean management practices, with a view to boosting productivity and strengthening the corporate culture.

At what point did you feel it was necessary to accelerate the company’s growth, and what lessons have you learnt from this phase of scaling up?

“In fact, we’re not looking to grow; rather, we’re focusing on consolidation and improving in every area.

In your experience, how can a family business attract and retain key talent in an increasingly competitive environment?

“Through its corporate culture, its family-oriented nature and its commitment to a comprehensive CSR approach.”