Creating a subsidiary: legal, tax and HR guide 2026

Creating a subsidiary can be a powerful growth move, or a completely unnecessary layer of complexity. In 2026, many business owners still think a subsidiary is always a "premium" structure reserved for large groups or purely tax-driven optimisation. That is not how we approach it. A subsidiary is first and foremost a structuring tool. Used properly, it helps ring-fence risk, launch a new business line, open a new market, prepare the entry of an investor or manager, organise an acquisition or clarify the financial performance of a separate activity.

But the stakes are high. A poorly designed subsidiary structure can create:

• ▸avoidable legal and accounting costs;
• ▸poorly documented intercompany flows;
• ▸VAT and invoicing mistakes;
• ▸unclear governance between parent and subsidiary;
• ▸HR issues when hiring or transferring staff;
• ▸tax expectations that are materially overstated.

In 2026, the topic is even more important because group structures must now factor in the INPI one-stop shop for formalities, the e-invoicing reform, the possible benefit of the parent-subsidiary regime, tax consolidation, potentially a VAT group, and standard employment obligations as soon as the new entity hires staff. This guide is designed to help you answer the real question: when does a subsidiary make sense, and how should it be set up correctly from a legal, tax, HR and operational standpoint?

A subsidiary is a separate legal entity controlled by another company, usually referred to as the parent company. It has its own legal personality, its own assets, its own contracts, its own accounting, tax and payroll obligations.

This is important because many managers still confuse:

• ▸a subsidiary, which is a separate company;
• ▸a secondary establishment, which is only an extension of the same company;
• ▸a business unit, which may have no separate legal existence;
• ▸a holding company, which may own shares but is not automatically the trading company.

Situations where a subsidiary makes sense

In practice, creating a subsidiary is worth serious consideration when:

• ▸you are launching a new activity with a different risk profile;
• ▸you are expanding geographically with a separate commercial or operational logic;
• ▸you expect a future investor, partner or key manager to join only that perimeter;
• ▸you want to separate a mature profitable business from a new growth project;
• ▸you are acquiring an existing company and integrating it into a group;
• ▸you are preparing a partial exit or a clearer group structure.

Situations where it is usually a bad idea

A subsidiary is often premature when:

• ▸the new model is not yet validated;
• ▸the new activity could still be carried out within the current company without friction;
• ▸the only motivation is an abstract "tax trick";
• ▸there is no governance discipline for intercompany flows;
• ▸the current company is already struggling with basic compliance.

The right question is not "Can we create a subsidiary?" The real question is what problem the subsidiary solves that the current structure does not.

In France, subsidiaries are commonly created as SASU, SAS, EURL or SARL. The choice has consequences for governance, flexibility, social-security treatment of the manager and future capital-opening options.

SASU or SAS: flexibility and scalability

The SASU is often a very good fit when the parent company owns 100% of the subsidiary at the outset. Under French rules, a legal entity may be the sole shareholder of a SASU, with freely determined share capital and broad contractual freedom in the bylaws.

Main strengths:

• ▸strong flexibility in bylaws;
• ▸easier future opening to investors or managers;
• ▸clear governance around a president;
• ▸good fit for growth, fundraising or management-package environments.

Main watchpoints:

• ▸bylaws must be drafted carefully;
• ▸the president's social cost may be significant if remunerated;
• ▸generic template bylaws are often inadequate for group situations.

EURL or SARL: more codified, sometimes more reassuring

The SARL can be useful where a more regulated framework is preferable, especially in family-owned or more conservative projects.

Strengths:

• ▸clearer statutory framework;
• ▸sometimes more reassuring for certain partner profiles;
• ▸potentially different social-security arbitrages depending on the manager's status.

Limits:

• ▸less flexibility than the SAS;
• ▸less fluid for future shareholder movements;
• ▸not always ideal for highly scalable or investor-facing projects.

Share capital is not the only funding question

Many subsidiary discussions get stuck on nominal share capital. In reality, the key issue is broader funding architecture:

• ▸share capital;
• ▸share premium;
• ▸shareholder current account funding;
• ▸bank debt;
• ▸grants or support schemes where relevant.

The capital level must be credible, but a subsidiary is not secured by nominal capital alone. Under-capitalising the vehicle and then trying to fix cash later is rarely a good signal.

Contributions in kind: valuation matters

If the subsidiary receives assets at incorporation or later, the issue of an independent contribution auditor may arise, especially for:

• ▸a business or business line;
• ▸IP or software;
• ▸equipment;
• ▸goodwill;
• ▸shares.

This is not a detail. Valuation and transaction security matter at group level.

Since 1 January 2023, French company formation formalities go through the INPI one-stop shop. This centralises filing, but it does not replace legal or tax engineering.

Core steps

A properly handled subsidiary creation usually follows this sequence:

1. ▸define the exact project, business scope and governance;
2. ▸choose the legal form and draft group-compatible bylaws;
3. ▸organise ownership and funding;
4. ▸deposit share capital where required;
5. ▸file the incorporation through the INPI one-stop shop;
6. ▸update beneficial-owner information and group documentation;
7. ▸activate the operational environment: bank account, invoicing, contracts, insurance, payroll if hiring.

The critical point: the bylaws

Subsidiary bylaws should not be treated like those of a standalone company. They must fit the group logic, especially regarding:

• ▸corporate purpose;
• ▸management powers;
• ▸decisions reserved to the shareholder(s);
• ▸share transfer rules;
• ▸approval clauses;
• ▸governance for future reorganisations.

Expert note

One of the most common mistakes is creating a subsidiary quickly with generic bylaws, then discovering six months later that they block a capital opening, a reorganisation or a governance adjustment. A subsidiary should be designed from day one as a group tool.

Tax is often the first stated motivation. That is perfectly understandable, but it must be handled with precision.

1. The subsidiary is normally an autonomous taxpayer

By default, the subsidiary computes its own taxable profit and pays its own corporate income tax. Its losses stay within the subsidiary. Its profits also stay there unless distributed or reallocated through valid group mechanisms.

2. The parent-subsidiary regime

Where the conditions are met, the French parent-subsidiary regime may allow dividends distributed by the subsidiary to the parent to benefit from a very favourable treatment, with only a 5% add-back for deemed expenses under article 216 of the French Tax Code.

For profitable groups, this can be powerful:

• ▸cash can move back to the parent;
• ▸tax friction remains low compared with a distribution to an individual;
• ▸reinvestment capacity improves materially.

But the regime is not magic:

• ▸conditions must be met and monitored;
• ▸it does not justify economically artificial structures;
• ▸it does not replace proper intercompany documentation.

3. Tax consolidation

Article 223 A of the French Tax Code provides, under conditions, for tax consolidation where the parent company holds at least 95% of the subsidiaries included in the tax group on a continuous basis during the financial year.

In the right context, this may:

• ▸improve the offsetting of profits and losses within the group;
• ▸simplify some group-level tax steering;
• ▸help manage investment phases more coherently.

However, it requires careful review of:

• ▸the exact perimeter;
• ▸ownership percentages;
• ▸accounting-year alignment;
• ▸the option timetable and supporting documentation.

4. VAT group

The French VAT group may be relevant for companies with close financial, economic and organisational links. It is highly technical and should only be analysed where intra-group VATable flows are material.

It becomes especially relevant when:

• ▸support services are heavily recharged within the group;
• ▸entities have many recurring intercompany invoices;
• ▸VAT recovery profiles differ across entities;
• ▸finance governance is mature enough.

5. Management fees and intercompany agreements

Creating a subsidiary usually creates intercompany flows:

• ▸administrative support;
• ▸finance support;
• ▸marketing support;
• ▸staff secondment or recharge;
• ▸trademark licensing;
• ▸cash-pooling agreements;
• ▸management fees.

These flows must be supported by real services, clear documentation and consistent pricing. Poorly justified intercompany charges are not only a tax risk. They are also a governance and accounting risk.

Would you like to model this strategy for your business? Book a personalised review with our team.

Once the subsidiary hires staff, it becomes a full employer in its own right.

Choosing the right manager

At setup stage, several questions must be answered:

• ▸who actually runs the subsidiary?
• ▸is the manager remunerated?
• ▸what social-security regime applies depending on the legal form?
• ▸how does the role interact with the parent company?

This should not be decided only by looking at contribution rates. It must align with:

• ▸real management powers;
• ▸the founder's wider remuneration strategy;
• ▸social protection needs;
• ▸medium-term capital-opening plans.

First hires: mandatory employment formalities

As soon as the subsidiary hires, it must comply with French employment formalities. In particular, the DPAE must be filed with Urssaf at the earliest 8 days before the hiring date and before the employee starts work.

Practically, the subsidiary must be ready on:

• ▸pre-employment declaration;
• ▸payroll setup;
• ▸mandatory registrations;
• ▸occupational health process;
• ▸personnel register;
• ▸employment contracts;
• ▸expense policies;
• ▸social calendar and deadlines.

Transferring employees from the parent company

If the parent company creates a subsidiary to house a new business line, it may wish to move employees into the new entity. That can work, but it is never something to treat casually. You must review:

• ▸whether the move is consensual;
• ▸whether job content changes;
• ▸whether contracts need amendment;
• ▸whether a legal transfer mechanism applies in the specific case;
• ▸how seniority, salary and benefits are protected.

Why digital setup matters

This is where Hayot Expertise's hybrid approach becomes valuable. A subsidiary created quickly but without proper tooling becomes a friction point. A well-designed stack delivers:

• ▸clean invoices from month one;
• ▸separate banking flows through Qonto or your main bank;
• ▸clearer group accounting in Pennylane;
• ▸secure payroll with Silae;
• ▸reliable reporting between parent and subsidiary.

Take Clara, CEO of a digital-transformation consulting company generating EUR 1.2 million in revenue. Her historic consulting activity is profitable. In parallel, she has developed an internal SaaS tool that clients now want to subscribe to.

The issue

If Clara leaves the SaaS activity inside the historic operating company:

• ▸performance analysis becomes blurred;
• ▸development costs distort consulting profitability;
• ▸any future investor in the SaaS would need access to the whole company;
• ▸the operational risk is not ring-fenced;
• ▸HR policy for the product team remains mixed with the consulting business.

Chosen solution

We support the creation of a 100%-owned SASU subsidiary:

• ▸initial share capital: EUR 20,000;
• ▸share premium: EUR 30,000;
• ▸shareholder current account funding: EUR 100,000;
• ▸dedicated president;
• ▸intercompany agreements for temporary support functions;
• ▸separate payroll for the first product and sales hires.

Impact after 12 months

The subsidiary reaches:

• ▸EUR 420,000 of recurring revenue;
• ▸a controlled launch loss of EUR 60,000 in year one;
• ▸separate reporting that improves management decisions;
• ▸cleaner documentation for group flows.

Two years later, the subsidiary becomes profitable and distributes EUR 150,000 in dividends to the parent. Subject to the parent-subsidiary conditions, the 5% add-back produces a taxable basis of EUR 7,500. At 25% corporate income tax, the additional tax burden is EUR 1,875. This illustrates how a subsidiary can serve governance, value creation and tax-efficient reinvestment at the same time.

• ▸Creating a subsidiary without a clear economic rationale.
• ▸Under-capitalising the entity from day one.
• ▸Using generic bylaws not adapted to group life.
• ▸Assuming losses automatically offset against the parent.
• ▸Recharging management fees without agreements or pricing logic.
• ▸Mixing banking flows, expenses and supporting documents.
• ▸Appointing a manager without thinking through status and remuneration.
• ▸Hiring too fast without payroll and HR process security.
• ▸Underestimating VAT-group or tax-consolidation documentation requirements.

Creating a subsidiary in France in 2026 is a strategic management decision, not a side formality. The right approach combines four dimensions:

• ▸legal: form, governance, bylaws, agreements;
• ▸tax: corporate tax, parent-subsidiary regime, tax consolidation, VAT group;
• ▸HR: management status, hiring, payroll, transfers and organisation;
• ▸operational: tools, banking, reporting and intercompany flows.

The key takeaways are simple:

• ▸a subsidiary is useful only if it serves a real strategic need;
• ▸tax can be powerful, but it never replaces economic substance;
• ▸intercompany agreements and governance usually make the difference;
• ▸success depends as much on execution as on structure;
• ▸a well-built group is easier to steer, finance and sometimes sell.

Hayot Expertise, based in Paris 8, supports you end to end. Request your first complimentary discovery meeting to review your subsidiary project, ownership structure and tax, legal and HR implications.

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