{"id":171132,"date":"2026-05-23T16:35:25","date_gmt":"2026-05-23T14:35:25","guid":{"rendered":"https:\/\/www.startupbusiness.it\/the-network-agreement-growing-together-without-losing-our-identity\/171132\/"},"modified":"2026-05-24T09:45:15","modified_gmt":"2026-05-24T07:45:15","slug":"the-network-agreement-growing-together-without-losing-our-identity","status":"publish","type":"post","link":"https:\/\/www.startupbusiness.it\/en\/the-network-agreement-growing-together-without-losing-our-identity\/171132\/","title":{"rendered":"The Network Agreement: growing together without losing our identity"},"content":{"rendered":"\n

The network contract is one of the most interesting \u2013 yet still underutilised \u2013 legal instruments in the Italian business landscape. <\/strong>Introduced by Law No. 33 of 2009, which converted Decree-Law No. 5\/2009, and subsequently expanded by numerous legislative measures, including Law No. 122\/2010 and Decree-Law No. 179\/2012, it was established with a specific aim: to enable more businesses to collaborate on a permanent basis in order to enhance their capacity for innovation and their competitiveness, without compromising the legal and economic autonomy of each. <\/p>\n\n

In practical terms, under a network agreement, two or more entrepreneurs undertake to carry out one or more activities falling within their respective corporate purposes on a joint basis, in accordance with a shared programme that sets out the strategic objectives, the terms of participation and, where applicable, a joint fund.<\/strong> The law distinguishes between two main types: the \u2018contract-based network\u2019, which lacks its own legal personality and is structured as an agreement between peers, and the \u2018legal entity network\u2019, which acquires full legal personality through registration in the Companies Register. The latter form is the most appropriate when the network intends to operate on a permanent basis with third parties (with its own VAT number), enter into contracts in its own name, participate in tenders or expand into international markets. <\/p>\n\n

The benefits<\/strong><\/h2>\n\n

The network agreement offers tangible and measurable benefits. First and foremost, it enables businesses to overcome the size constraints that hinder their growth by joining forces without losing their individual identity. Secondly, it opens up access to markets and contracts that would otherwise be out of reach for individual operators: networks can participate in tenders, including international ones, by presenting themselves as a single, structured entity. At an operational level, the network facilitates the sharing of human resources, technologies, know-how and facilities, with positive effects on costs and overall efficiency. The network can also facilitate research and development activities, in addition to its natural marketing role, which goes far beyond the capabilities of each participating company and, above all, supports internationalisation. The reputational value should not be underestimated either: a well-structured network enhances the perception of solidity in the eyes of customers, suppliers and credit institutions. <\/p>\n\n

The key issues<\/strong><\/h2>\n\n

Like any complex tool, a network contract also requires certain conditions to function at its best. The main one concerns governance: managing a new entity comprising entrepreneurs accustomed to making decisions entirely independently requires a level of organisational and interpersonal maturity, and above all a sound initial framework that must then be nurtured over time. No less important is the cultural aspect: mistrust of sharing, the fear of \u2018helping\u2019 a competitor or supplier, or of being sidelined, are understandable attitudes, but they can be overcome when building a joint project based on mutual trust and on objectives that cannot be achieved individually. Finally, the administrative and tax complexities require ongoing professional oversight, which represents an investment that is amply rewarded by the results. <\/p>\n\n

Why it can be useful for start-ups<\/strong><\/h2>\n\n

Start-ups find the network contract to be a tool particularly well-suited to their needs. A new business \u2014 often brimming with ideas but with limited resources \u2014 can join forces with more established or complementary organisations, gaining access to expertise, markets and infrastructure that would otherwise be out of reach. The network itself is, by definition, a start-up, and can act as a natural accelerator: the start-up grows without having to bear the burden of complex organisational structures alone, whilst retaining the agility that is its main competitive advantage. In a context where access to capital is selective, membership of a well-structured network can also improve the credit profile of the business venture. <\/p>\n\n

Governance<\/strong><\/h2>\n\n

The governance of a network typically revolves around three elements: the network programme, which sets out the objectives and duration; the common fund, where applicable; and the governing body, which may be a single-person or a collegial body. It is essential to draft the contract carefully, clearly setting out the decision-making procedures, voting quorums, dispute resolution mechanisms and the conditions for withdrawal or exclusion of participants, as well as those for new members joining. Experience shows that the most robust networks are those whose governance rules have been carefully negotiated from the outset, preferably with the support of specialist legal advisers who have not merely drafted the network agreement but have also adopted a comprehensive set of internal operating rules. <\/p>\n\n

An international success: the conveyor belt network<\/strong><\/h2>\n\n

A prime example is that of a network of companies operating in the sector of side-wall conveyor belts. The participating companies \u2014 medium-sized firms with strong roots in Italy \u2014 chose to form a network entity to tackle foreign markets together. The result has been extraordinary: international contracts of increasing significance, to the point of justifying the establishment of a US-registered company \u2014 an Inc. \u2014 wholly owned by the network entity as an autonomous legal entity, rather than by the individual participating companies. An elegant choice: to operate in the United States with a local, agile and fiscally efficient structure, whilst preserving strategic coherence and collective control. The key to success? Solid governance, a well-defined network programme and the ability \u2014 by no means a given \u2014 to subordinate individual interests to the common interests clearly outlined in the network programme. <\/p>\n\n

A success on a small scale: co-ownership as a lever<\/strong><\/h2>\n\n

A second case, on a smaller scale but equally instructive, concerns a network of service companies that has successfully utilised the joint-employment arrangement provided for in Article 30, paragraph 4-ter of Legislative Decree 276\/2003 for employees hired under rules established by the network agreement itself, to be shared amongst the network members. Individually, none of the companies could have afforded the cost of a certain number of full-time employees. Together, they were able to access flexible human resources to be deployed during peak periods. An economically efficient solution, fully compliant with the law and, above all, genuinely useful for companies that needed to organise themselves without increasing their fixed costs. <\/p>\n\n

When trust isn\u2019t enough: a story from which to learn<\/strong><\/h2>\n\n

Not all networks achieve their objectives. It is worth mentioning \u2014 without naming names \u2014 the case of a network of professional firms that had established a competitive position of international standing, managing to qualify for tenders of a scale and complexity that would have been unthinkable for individual participants. An extraordinary achievement, the result of collaborative effort and a recognised collective brand. <\/p>\n\n

In the end, the network did not hold up. Not for market-related reasons, but because the mutual trust that had underpinned its launch was not sufficiently nurtured over time. The initial mistrust, which had not been entirely overcome, ultimately prevailed over the shared vision. This is a useful reminder that such an experience can offer: the network contract is a powerful tool, but its ultimate strength lies in the people who bring it to life, and in their genuine desire to build something together. <\/p>\n\n

Conclusion<\/strong><\/h2>\n\n

The network contract does not ask businesses to give up who they are: it asks them to imagine what they could become. In a world that rewards scale, specialisation and speed, networking is no longer an option for the brave \u2014 it is the smart choice of those who have realised that the future is built together, and that in the globalised economy, the line between competitor and ally is often thinner than one might think. (photo by A Chosen Soul <\/a>on Unsplash<\/a>) <\/p>\n\n

Note to the reader: the author is a partner at the De Berti Jacchia law firm in Milan<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"

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Co-fondatore di Designtech, l\u2019hub di innovazione che avvicina il mondo del design con quello della tecnologia. Advisor di Austrian Business Agency, Emil Banca, Fondazione Symbola, Fondazione Quadrans. Partecipa regolarmente a incontri, convegni, conferenze dedicate all\u2019ecosistema dell\u2019innovazione. E\u2019 stato co-organizzatore degli Italian Innovation Day and Series che si sono svolti dal dal 2016 al 2020 nelle citt\u00e0 di Tokyo in Giappone, Melbourne, Adelaide, Perth, Canberra in Australia e Singapore e co-organizzatore dell\u2019Italy India Innovation Day di AIICP 2021 e 2022. Ha curato il volume \u2018L\u2019innovazione che non ti aspetti. Contesti e visioni per l\u2019impresa\u2019 , l\u2019edizione italiana di \u2018La startup digitale, guida pratica step by step\u2019 e ha scritto la prefazione all\u2019edizione italiana de \u2018La quarta era\u2019 di Byron Reese, ed \u00e8 co-autore di \u2018Cosa e Dove: strategie digitali di ricerca del lavoro\u2019, tutti editi da FrancoAngeli. 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giornalista, fondatore e direttore di Startupbusiness, il primo magazine sull\u2019ecosistema startup e innovazione italiano. Co-fondatore di Designtech, l\u2019hub di innovazione che avvicina il mondo del design con quello della tecnologia. Advisor di Austrian Business Agency, Emil Banca, Fondazione Symbola, Fondazione Quadrans. Partecipa regolarmente a incontri, convegni, conferenze dedicate all\u2019ecosistema dell\u2019innovazione. E\u2019 stato co-organizzatore degli Italian Innovation Day and Series che si sono svolti dal dal 2016 al 2020 nelle citt\u00e0 di Tokyo in Giappone, Melbourne, Adelaide, Perth, Canberra in Australia e Singapore e co-organizzatore dell\u2019Italy India Innovation Day di AIICP 2021 e 2022. Ha curato il volume \u2018L\u2019innovazione che non ti aspetti. Contesti e visioni per l\u2019impresa\u2019 , l\u2019edizione italiana di \u2018La startup digitale, guida pratica step by step\u2019 e ha scritto la prefazione all\u2019edizione italiana de \u2018La quarta era\u2019 di Byron Reese, ed \u00e8 co-autore di \u2018Cosa e Dove: strategie digitali di ricerca del lavoro\u2019, tutti editi da FrancoAngeli. In passato \u00e8 stato curatore di StartupDigest Italy, coordinatore scientifico del Forum per la Ricerca della Provincia Autonoma di Trento, board member di TechChill Milano advisor di di ScaleIT , ha collaborato con Il Sole 24 Ore \u00e8 stato direttore di Innov\u2019azione, bimestrale edito da Apsti, ha collaborato con Corriere Innovazione ed \u00e8 stato presidente del comitato di selezione del Premio Marzotto e advisor di Cetif-Universit\u00e0 Cattolica Milano.","sameAs":["https:\/\/www.abirascid.com\/","https:\/\/www.linkedin.com\/in\/emilabirascid","https:\/\/x.com\/emilabirascid"],"url":"https:\/\/www.startupbusiness.it\/en\/author\/emil-abirascid\/"}]}},"author_name":"Emil Abirascid","categories_names":["Legal"],"_links":{"self":[{"href":"https:\/\/www.startupbusiness.it\/en\/wp-json\/wp\/v2\/posts\/171132","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.startupbusiness.it\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.startupbusiness.it\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.startupbusiness.it\/en\/wp-json\/wp\/v2\/users\/125"}],"replies":[{"embeddable":true,"href":"https:\/\/www.startupbusiness.it\/en\/wp-json\/wp\/v2\/comments?post=171132"}],"version-history":[{"count":1,"href":"https:\/\/www.startupbusiness.it\/en\/wp-json\/wp\/v2\/posts\/171132\/revisions"}],"predecessor-version":[{"id":171133,"href":"https:\/\/www.startupbusiness.it\/en\/wp-json\/wp\/v2\/posts\/171132\/revisions\/171133"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.startupbusiness.it\/en\/wp-json\/wp\/v2\/media\/171130"}],"wp:attachment":[{"href":"https:\/\/www.startupbusiness.it\/en\/wp-json\/wp\/v2\/media?parent=171132"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.startupbusiness.it\/en\/wp-json\/wp\/v2\/categories?post=171132"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.startupbusiness.it\/en\/wp-json\/wp\/v2\/tags?post=171132"},{"taxonomy":"companies","embeddable":true,"href":"https:\/\/www.startupbusiness.it\/en\/wp-json\/wp\/v2\/companies?post=171132"},{"taxonomy":"journalist","embeddable":true,"href":"https:\/\/www.startupbusiness.it\/en\/wp-json\/wp\/v2\/journalist?post=171132"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}