Dutch Lion Corporation / LIONS

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Welcome to the Dutch Lion Corporation Spectrum Page

“Concordia res Parvae Crescunt”
History Manifesto Charter

History

Our origins

Founded in 2915, the Dutch Lion Corporation is one of the few remaining Dutch corporations to still consider itself a part of the Netherlands. With our main offices located in Amsterdam, the capital city of the Netherlands, we truly are a Dutch enterprise. We are proud of our heritage and see it as our legacy to continue where our forefathers left off. Whether the Dutch sail on sea or in space, trade will happen.

Since our founding almost thirty years ago, we have had our fair share of difficulties. It is hard to say what hit harder, the Vanduul or the roaming gangs of pirates. Ultimately, it did not matter. Both crippled the Corporation financially and despite legislation and government bailouts, we had to resort to drastic measures.

Halting of outer edge trading

All outer edge trade was halted in September of 2923 by executive order. Ships and resources that were salvageable were transported to the core worlds, those that were not were liquidated. Contracts and deals were arranged to take over some small, independent trade routes and the inflow of finances from the liquidation kept the Corporation going strong for a while.

Corporate instability

Unfortunately, after a period of reasonable stability, then-CEO Michiel van der Veldt became tired of the steady and safe core-world trading. In 2937, he managed to contact a shady Banu trader and invested a significant amount of company resources in purchasing a Merchantman class ship, seeing it as his way back in with the outer worlds. He used the image of the Banu as cover for his idea of ‘rightful trade’. Though profitable at first, once business partners started noticing what Van der Veldt was doing, the company was caught in a PR disaster. Since Van der Veldt’s investment was not even close to returning a profit, the company had no funds available to recover. Valuable trade agreements were invalidated and close partners refused assistance, fearing their own PR problems. Seeing no other choice, the board of directors fired Van der Veldt and publicly announced his actions as a rogue act of defiance against the Corporation.

A new start

After a year of internal politics and restructuring, a new CEO was appointed on August 11th, 2938. This new CEO took drastic action, streamlining and optimizing the Corporation, eliminating excessive cost wherever necessary to ensure the Corporation had a future. Many business analysts saw his actions as too aggressive, but agree that it was the right decision. Using his contacts, the CEO managed to find a few, but lucrative trade partners that were willing to trust the Corporation once again.

Our new CEO also realized the value of the Merchantman Van der Veldt used, and spent a great amount of time and money legalizing the asset. To this day it stands at the heart of the small, but strong fleet that the Corporation uses in its trades.

Stronger than ever

Looking back at the many problems and disasters the Corporation suffered, it seems easy to give up on this endeavor. That is not what we at the Dutch Lion Corporation choose to do, and it is not what you should choose. If anything, the fact that the Corporation still stands is a testament to its capabilities, to its values and believes. It shows that this Corporation will not be beaten, it will not die and it will carry on, no matter what.

Manifesto

The Dutch Lion Corporation is committed to being the ‘Verse’s premier high-risk transportation company. To that end, we must continuously achieve superior financial and operating results while simultaneously adhering to sufficient ethical standards.

The following principles guide our relationships with our shareholders, customers and employees:

Shareholders

We are committed to enhancing the long-term value of the investment credits entrusted to us by our shareholders. By running the business profitably and responsibly, we expect our shareholders to be rewarded with superior returns. This commitment drives the management of our Corporation.

Customers

Success depends on our ability to consistently satisfy ever changing customer preferences. We commit to be innovative and responsive, while offering high quality services. We pride ourselves on our fleet, a top-of-the-line, fast and capable force. Combined with crew formed of the best and brightest, we are able to excel at anything customers may require of us.

Employees

The exceptional quality of our workforce provides a valuable competitive edge. To build on this advantage, we will strive to hire and retain the most qualified people available and to maximize their opportunities for success through training and development. We are committed to maintaining a safe work environment enriched by diversity and characterized by open communication, trust, and fair treatment.

Charter

Since the formation of the Dutch Lion Corporation, a loose guideline had been drafted which worked well for most of the formative years. During our growth as a company however, it has been clear that certain stricter rules needed to be established. What follows is a listing of our core rules, based on the values and beliefs of this company

Customers

  1. Customers and their wishes are our top concern
  2. Everything that can be done, will be done to ensure the safety of customers and their cargo
  3. In the unlikely event of loss of cargo or customers, fair and balanced compensation will be provided without question

Operational

  1. During operations with established Chain-of-Command, employees are expected to respect and follow orders given to them.
  2. It is unacceptable to abandon company assets or mission-critical equipment during an operation
  3. It is unacceptable to abandon customer assets or customers during an operation
  4. Employees are not required to partake in high-risk missions outside of UEE territory. These operations are on a voluntary basis only and employees not willing to join will not receive financial or other penalties
  5. Employees are only allowed to install corporation-certified equipment and ammunition during missions and training sessions

Corporate and Financial

  1. Acquisition of new corporate assets must be done with the approval of the Board of Directors
  2. Damage of company assets will be compensated by responsible employee(s) on a fair and balanced assessment of the damage by a company mechanic
  3. The company will strive to set aside a percentage of its net profit for maintaining and upgrading the fleet to ensure a competitive edge in the marketplace.