An employee has been taking frequent sick leave due to a combination of physical and psychological health issues. The latter are largely caused by conflicts with their manager. This eventually led to a major argument, after which the employee remained on sick leave permanently. A company doctor was consulted and recommended mediation. Separate discussions were held with both the employee and their manager, after which HR was advised to arrange a meeting between the employee and the department manager (who also oversees the direct manager), with the mediator facilitating the conversation.

After a total of five sessions, the following outcomes were achieved: peace in the department, clarity for all parties on the next steps, and, most importantly, a resolution of the stress for the employee, enabling them to successfully reintegrate into a different department.

A general partnership (VoF) that was established a year ago finds that the reality does not align with mutual expectations. As stipulated in their VoF contract, they engage a mediator. This clause is common in partnerships, as finding a joint solution is preferable to taking legal action against each other. It also helps prevent reputational damage in a small professional community.

After two mediation sessions and ongoing phone and email discussions, the partners reached an agreement regarding the departure of one member. This partner grants permission for the remaining three to continue the business without them. Additional agreements were made regarding freelance opportunities, external communication, and the valuation of goodwill. With the contract signed, they can now make a fresh start with their future plans.

After a legal dispute lasting a year and a half, the judge advises both parties to try mediation. The case involves a group medical practice facing financial difficulties, the dismissal of a therapist under questionable circumstances, and an unpaid salary claim.

Following a challenging start, intense negotiations take place over five weeks. Eventually, an agreement is reached: a financial settlement is determined, the non-compete clause is lifted, and the payment is scheduled in installments to ensure the practice can meet its financial obligations.

An employee with a history of strong performance reviews expects a promotion. However, his new manager gives him a negative evaluation without prior discussion. This deeply affects the employee, leading to psychological stress and later physical illness.

After three months, both parties agree to involve a mediator. Six weeks and three sessions later, the employee and the new manager sign a settlement agreement. This agreement stipulates that the employee will return to work, receive proper guidance, and be reassessed in a year for potential promotion. This assessment will be binding for all parties. Through the mediation process, expectations were clarified, the working relationship improved significantly, and further absenteeism and departmental unrest were avoided.

When a partner decided to leave a medical partnership, a disagreement arose over the valuation of goodwill. In accordance with their partnership contract, mediation was initiated.

In the medical field, where professionals frequently cross paths, resolving disputes confidentially is often preferred. Over three mediation sessions, with financial experts consulted in between, an agreement was reached on the goodwill amount, the payment terms, and adjustments to the non-compete clause.

In this case, there was a dispute regarding an employee’s performance. The employee quickly hired a lawyer, and after some time, the parties decided to try mediation.

The first step was to determine whether they wanted to continue working together or arrange a structured exit. After two individual sessions and one joint meeting, it became clear that separation was the best option. During two mediation sessions, intense negotiations took place over the terms of departure. The lawyers then drafted a termination agreement, which both parties signed.

Two foreign business partners co-owned a large company for 15 years. They had been in a legal dispute for 18 months, with lawyers involved. A significant issue in the background was a multimillion-dollar lawsuit in the U.S., where one partner, the brand owner, was suing the other over unpaid royalties for using the brand name.

At this stage, one partner wanted to buy the other out of their Dutch company, but it was unclear who would buy whom out. Three mediation sessions were scheduled in one week, with both partners traveling to Amsterdam. After a tense first session, communication improved in the second session, and an agreement on the buyout price was reached. Based on this agreement and the draft contract prepared by Vergroesen Mediation, the partners were able to finalize the transaction from abroad a month later.