{"id":1017,"date":"2021-05-09T08:10:25","date_gmt":"2021-05-09T08:10:25","guid":{"rendered":"https:\/\/smclaren.com\/polderen-op-een-wereldtoneel\/"},"modified":"2021-06-17T10:12:48","modified_gmt":"2021-06-17T10:12:48","slug":"polderen-op-een-wereldtoneel","status":"publish","type":"page","link":"https:\/\/smclaren.com\/en\/poldering-on-a-world-stage\/","title":{"rendered":"Poldering on a World Stage"},"content":{"rendered":"

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Poldering on a World Stage<\/h1>\n

The supervisor of an intermediate holding company struggling between just being compliant and long term value creation<\/h3>\n

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The polder model in brief<\/span><\/strong><\/h6>\n
The \u201cpolder model\u201d, or \u201cpoldering\u201d, is a method of decision-making based on consensus. The term refers to the required co-operation to defend large parts of the land against flooding. \u00a0Nowadays, the terms is often used for the tri-partite cooperation between employers\u2019 organisations, labour unions and the government on labour issues and the triple helix for innovation. More generally, the term implies a consensus-based decision-making process in which all stakeholders are involved and all parties give their consent to, and subsequently execute their part of an agreement. The current legislation on (large) intermediary holdings aims to give the employees a voice at the governance table whilst maintaining control for the shareholder.<\/span><\/em><\/h6>\n

[\/vc_column_text][\/vc_column_inner][vc_column_inner width=”2\/3″][vc_column_text]Non-executive or supervisory board members who supervise a Dutch subsidiary of a multinational company (an \u201cintermediate holding company\u201d) play a relevant part in corporate governance. However, they often run into a number of challenges such as limited formal possibilities, cultural and information barriers and a dependence on the relationship with the shareholder, the local management board and the works council. On top of that, the challenges posed by the Covid19 crisis hamper the possibilities to have personal contact and feeling with the Dutch intermediate holding company. SMC has acquired in-depth knowledge and experience to help supervisors to increase their added value for all stakeholders and help shareholders (top-holdings) to optimise value added by the subsidiary within the Dutch context.<\/p>\n

Supervising is more than signing documents<\/h3>\n

Intermediate holding companies constitute an important part of the Dutch economy. However, the (internal) supervision on intermediate holding companies often lacks substance, meaning it does not meet the expectations that one might have based the general norms for good governance. From our research \u201cPoldering on a World Stage\u201d on the role of the non-executives of intermediate holding companies, we found that:[\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_row_inner content_placement=”middle”][vc_column_inner width=”2\/3″][vc_column_text]<\/p>\n