How to change property manager in Luxembourg?

Changing property manager is not just about finding a new provider. In Luxembourg, the property manager sits at the centre of the co-ownership's representation and management. Replacing them must therefore be prepared like an operational transition: General Assembly decision, clear mandate, document transfer, takeover of open matters, and continuity of day-to-day management.

The point is not just to vote for a change. The point is to avoid replacing weak follow-up with a period of confusion: missing documents, badly transferred arrears, claims not picked up, incomplete vendor contracts, poorly informed co-owners.

This guide explains the steps to prepare a property manager change in Luxembourg.

1. Check the current mandate

Before any step, the current mandate must be understood:

• date of appointment of the current manager;
• mandate duration;
• renewal terms;
• next ordinary General Assembly;
• termination or revocation clauses;
• fees and included services;
• charges applied at takeover or file transfer.

In practice, the simplest moment to change manager is often the end of the mandate. Early revocation is possible but should be considered carefully, particularly if the mandate was concluded for a fixed term. When there is doubt about legal or financial consequences, the board should have the point checked before tabling the resolution.

2. Document what is not working

A co-ownership should not change manager solely because relations are tense. It must document the concrete reasons for the change.

Useful signals to objectify:

• incidents reported but not followed through to closure;
• General Assemblies prepared too late;
• documents sent incomplete or hard to use;
• unclear accounts;
• arrears with no clear follow-up;
• lack of visibility for the board;
• vendor contracts renewed without analysis;
• claims or works left open without a timeline.

This step serves two purposes. It helps co-owners decide on facts. And it lets the new manager understand what they will need to take over immediately.

3. Read the offer as a mandate plus a schedule of acts

A serious property manager offer reads in three lines: a monthly flat fee per unit for recurring management, takeover fees priced separately, and a public schedule for each one-off act — AGM, audit, quote, claim, works, third-party costs.

This structure protects the co-ownership: what is in the fee stays predictable, and what is billed per-act is announced before being billed.

Before comparing offers, the board should check how each candidate handles:

• incident management;
• preparation and follow-up of General Assemblies;
• accounting, service-charge calls, and statements;
• arrears management;
• vendor follow-up;
• site visits;
• emergency availability;
• claim handling;
• takeover fees and how they are calculated;
• fees for additional General Assemblies;
• fees linked to works, quotes, consultations, or proceedings;
• the tracking tools made available to the board.

A readable offer makes visible what is included, what is separate, and the firm-quote turnaround after document review. Alzette's public schedule is available on the pricing page.

4. Put the change on the agenda

The change of manager must be prepared for the General Assembly. The board or the relevant co-owners must ensure that the necessary resolutions are placed on the agenda according to the rules applicable to the co-ownership.

To include in the package sent to co-owners:

• the proposed resolution for non-renewal or revocation, as appropriate;
• the appointment of the new manager;
• the essential terms of the new mandate;
• the effective date;
• the document transfer arrangements;
• any necessary authorisation to sign the mandate.

The appointment or revocation of the manager rests on a General Assembly vote. Luxembourg legal sources note that the appointment of the manager is in principle tied to the majority of votes of all co-owners — that is, an absolute majority logic expressed in thousandths. The exact procedure can still depend on the situation, especially if a second General Assembly is needed or if the current mandate has specific consequences. The co-ownership regulations, existing mandate, and agenda should therefore be checked before the vote.

5. Prepare the takeover before the vote

A successful takeover is prepared before the new manager officially takes over.

The takeover file should at minimum include:

• co-ownership regulations;
• minutes of the last General Assemblies;
• list of co-owners and units;
• approved statements;
• voted budgets;
• ongoing service-charge calls;
• bank statements and account access;
• arrears status;
• vendor contracts;
• insurance policies;
• open claims;
• voted or proposed works;
• ongoing quotes;
• significant correspondence;
• contentious or pre-contentious files;
• technical archives;
• certificates, controls, reports, and regulatory obligations.

The critical point is not just receiving documents. It is checking what is missing, what is inconsistent, and what must be addressed in the first thirty days.

6. Vote, then secure the handover

After the vote, the new manager must be able to accept the mandate and organise the transfer. The change must not break day-to-day management: invoice payment, emergency handling, claim follow-up, vendor communication, and replies to co-owners.

A good handover should produce three simple deliverables:

1. an inventory of received documents;
2. a list of missing documents;
3. a status of open matters with priority, owner, and next action.

Without these three elements, the co-ownership risks discovering problems several months later — often at the next General Assembly.

7. Plan the first 90 days

The first three months are decisive. The new manager must stabilise the situation before promising improvements.

Typical priorities:

• pick up open emergencies and incidents;
• check the banking situation;
• audit arrears;
• review vendor contracts;
• check insurance;
• rebuild the calendar of assemblies and voted decisions;
• clarify ongoing works;
• inform the board of identified risks.

The co-ownership should expect from its new manager a readable method: what is being taken over, what is missing, what is a priority, and what will require a General Assembly decision.

Checklist before changing property manager

• The current mandate has been reviewed.
• The next General Assembly is identified.
• The reasons for change are documented.
• At least one alternative offer is ready.
• The scope has been compared to the building's real needs.
• Takeover fees are understood.
• Resolutions are ready for the agenda.
• Documents to transfer are listed.
• The board knows how to monitor the first 90 days.

Summary

Changing property manager in Luxembourg is a serious decision. The vote is necessary but only one step. The real success is decided in file preparation, mandate clarity, document takeover, and operational stabilisation.

If your co-ownership is considering a change, Alzette can start with a transition diagnostic: understand the current situation, identify the risks, then determine whether a change is useful and how to prepare it cleanly.