4.4Subcontractors
The Contractor shall not subcontract the whole of the Works.
The Contractor shall be responsible for the acts or defaults of any Subcontractor, his
agents or employees, as if they were the acts or defaults of the Contractor.”
5. Op 5 augustus 2019 zijn door eiseres met een onderaannemer, [bedrijf 4] Ltd (hierna: ‘de onderaannemer’), (back-to-back) overeenkomsten gesloten ter uitvoering van Phase 5 van het bruggenproject.
6. Tot de gedingstukken behoort een Transfer Pricing Report uit februari 2020 (hierna: ‘het TP-rapport’), opgesteld op verzoek van eiseres, waarin door middel van een ‘Functional and Comparability Analysis’ een ‘at-arm’s-length’-winst toe te rekenen aan de VI is bepaald voor de activiteiten in 2019. In het rapport wordt de Profit Split-methode als meest geschikte allocatiemethode aangemerkt, waarbij 30% van de winst aan de VI toegerekend dient te worden. In het TP-rapport is – voor zover relevant – het volgende opgenomen:
“B. Project Brief
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B.8. Currently, [bedrijf 3] B.V. has agreed upon delivering an additional 200 bridges to the [land] government (referred to in contracts and invoices as “Phase 5”, which is the focus of this Transfer Pricing Report). As the company has been working in accordance with the contracts and actual conducts for all previous phases, this report is also servient to the determination of transfer pricing positions in previous years. Furthermore, the functions, risks and assets described in the following sections are based on the actual conduct of parties involved and the facts and circumstances at hand, which are based on previous phases as well as the current phase.
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D. Functional Analysis
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D. 3. Once the branch office in [land] was set up, the manager deputed to the branch officer has been managing part of the supply of the components and all the local aspects of the project in close cooperation with the local third party sub-contractor, selected and contracted by [bedrijf 3] NL from the very beginning of the project.
D. 4. With respect to the current phase of the project (phase 5) and all previous phases, [bedrijf 3] NL is responsible for the “off-shore” part of the contract, that is, ensuring that the materials required for constructing the bridges is supplied to [land] in accordance with the bridge-building schedule. [bedrijf 3] NL (more specifically: [bedrijf 3] BV) also provides support services for the parties involved in the project, whether they are located in [land] or
the Netherlands. These support services include HR, billing and logistical support services.
D.5. According to local personnel of [bedrijf 3] NL, the overall management of the project (with respect to the [land] operations as well as the Netherlands operations) can be said to be handled by the manager in [land] . The manager in [land] has the support of the Netherlands based team, with whom he communicates weekly. The team in the Netherlands consists of a specialist in sourcing (who is constantly in contact with the suppliers of
raw materials / producers of the components) and a specialist in logistics.
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D.7. [bedrijf 3] [land] is primarily responsible for the “on-shore” portion of the project, which comprises of quality control, managing logistics and construction related activities. This mainly involves supervising the construction work, inspecting the bridges, all the related paper-work, obtaining final sign offs from 5 different local authorities and TOCs, collecting payments and dealing with the issues that arise in connection with these activities. The routine work for the manager in [land] involves dealing with all the issues that arise in connection with the “on-shore” portion of the project, which could relate to delays, quality, approvals, payments, injuries, environmental objections, etc. The manager in [land] is also involved in training of local personnel.
D.8. [bedrijf 3] [land] has the support of the local third party contractor with regard to all the aforementioned activities. The local third party contractor has a contract with [bedrijf 3] NL in this regard. This contract closely resembles [bedrijf 3] NL’s contract with the [land] government. Thereby, a large portion of the responsibilities, liabilities and risks involved in the contract are shared with/transferred to the local third party contractor, who is compensated in a significant manner.
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E. COMPARABILITY ANALYSIS
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Summary functions, risks and assets
E.4. Based on the analysis of the functions performed, the risks assumed and the assets used, it can be concluded that both [bedrijf 3] NL and [bedrijf 3] [land] make unique and valuable contributions to the transaction (building bridges in [land] ). The operations by both parties can also be regarded as highly integrated. (…)
F. SELECTION OF THE MOST APPROPRIATE TRANSFER PRICING METHOD
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F.7. In terms of risk assessment, risk relating to raw materials and potential delays by suppliers is managed in the Netherlands. All other risks are jointly managed by [bedrijf 3] NL and [bedrijf 3] [land] , whereby the majority of the operational risks, such as delay risk, liability risk and environmental risk is managed in [land] . In terms of potential negative impact of risks, the risks relating to managing the supplies of raw materials (managed in the Netherlands) as well as the operational risks (managed in [land] ) are the most eminent risks that would have the largest impact.
F.8. The risks that are managed jointly by both [bedrijf 3] NL and [bedrijf 3] [land] are finance risk, supply risk (this relates to supply of the components / kits for installing the bridges at location), quality risk, delay risk and liability risk.
F.9. The activities of both [bedrijf 3] NL and [bedrijf 3] [land] are inextricably bound up with each other (in particular with regard to the engineering, supplies and quality management of the local construction works). Initial financing and government funding, supply of raw materials and the initial sales activities originate from the Netherlands, while functions and risks in [land] are more focussed on the operations and actual construction of the bridges as well
as a constant contact with the client, resulting in follow up contracts.
F.10. Based on the functional analysis, the distribution of FTE’s, the OPEX allocation, and the risk allocation we conclude that the operations in both countries are well-balanced. Given the mutual interdependence of the activities, i.e. the ability of [bedrijf 3] NL to supply materials in large quantities and engineering knowledge on the one hand and the capabilities of [bedrijf 3] [land] relating to operational management and training of the sub-contractor and all local sub-sub-contractors to construct the bridges on often remote and difficult building sites, the profit split method is selected as the most appropriate transfer pricing method.
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F.16. Three splitting factors have been taken into account for determining a reasonable split for [bedrijf 3] NL and [bedrijf 3] [land] . The first factor is the cost-based factor. The cost-based splitting factor is often used in the joint performance of the value creating activities. (…)
F.17. The second splitting factor that has been considered is the people-based factor. When people functions are a key value driver to a specific business, either the factor of employee compensation and/or headcount could be used. The amount of employee compensation already reflects the relevant importance of each employee’s contribution. The remuneration for the manager would be even higher if the housing costs would be taken into account. The remuneration for the manager in [land] is substantial. This demonstrates the relative importance of the manager.
F.18. Finally, a contribution weighting has been performed on the basis of functional and risk analysis. (…)
F.19. In the current phase, the functions relate more on making sure the suppliers supply their components in time and manage any potential delays, perform quality control and managing logistics towards [land] (performed in the Netherlands) and operational functions in [land] (quality control in [hoofdstad] , managing logistics in [land] , managing local construction operations, training of local contractors and managing contacts
with the [land] government).
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Final determination of the splitting factor
F.21. Considering the three splitting factors as described before, it is determined that an allocation of 30% of the operating (net) to [bedrijf 3] [land] . Based on the first two splitting factors, the allocation towards [bedrijf 3] [land] should be more in the range of 40%. Based on the third factor, however, it cannot be ignored that assets allocable to [bedrijf 3] NL are key to having the mandate from the [land] government in the first place. On the other hand, the operations would
not function without the involvement of the manager in [land] . In that respect it is undisputed that the profit split method is still the most appropriate transfer pricing method. In that respect, a profit split of 70/30 between the Netherlands and [land] is a fair outcome.”
7. Tot de gedingstukken behoren een ‘Local file 2019’ en een ‘Local file 2020’, opgesteld door eiseres. In het kader van een ‘sanity check’ is een ‘Benchmark Analysis’ opgesteld. Tot de gedingstukken behoort een zogenoemd ‘Benchmark Report’ uit april 2021 (hierna: ‘TP-benchmark’) waarin voor de activiteiten in 2019 een ‘at-arm’s-length’-range voor de winst toerekenbaar aan de VI wordt bepaald. Daarbij is gezocht in een database naar bedrijven die vergelijkbare activiteiten verrichten als de VI in de periode 2017 tot en met 2019. De zoektocht leidde tot elf vergelijkbare bedrijven. Daaruit volgt bij toepassing van de Transactional Net Margin Method met een Operating Margin een range van 11,23% tot 15,41% en een mediaan van 13,12%. Bij toepassing van de Transactional Net Margin Method met een Net Cost Plus Margin volgt een range van 12,65% tot 18,22% met een mediaan van 15,11%.
8. Tot de gedingstukken behoort een ‘Rural Bridges – Phase 5 Risk Management Plan’ van 3 mei 2018 waarin de risico’s in de verschillende fases van het bruggenproject geanalyseerd zijn en waarbij de kans dat het risico zich voordoet en de potentiële impact inzichtelijk is gemaakt. Ook bevat het dossier een risicoanalyse waarin met een ‘model toerekening risico’s’ eiseres inzichtelijk heeft gemaakt hoe de risico’s toegerekend kunnen worden aan het hoofdhuis of de VI. Uit deze risicoanalyse volgt dat 53,97% van de risico’s, rekening houdend met de risico-rating, aan de VI toegerekend kan worden.
9. Bij brief met dagtekening 18 november 2022 heeft eiseres een overzicht van de operationele kosten in [land] aan verweerder verstrekt (hierna: ‘de kostengrondslag’).
10. Eiseres heeft op 20 januari 2020 een aangifte Vpb 2018 ingediend naar een belastbaar bedrag van € 3.642.498. In de aangifte is bij objectvrijstelling buitenlandse ondernemingswinst een bedrag van € 1.450.536 opgenomen. Bij de aangifte heeft eiseres verzocht om afstemming omtrent de winst in [land] .
11. Eiseres heeft op 28 mei 2021 een aangifte Vpb 2019 ingediend naar een belastbaar bedrag van € 792.063. In de aangifte is bij objectvrijstelling buitenlandse ondernemingswinst een bedrag van € 1.694.766 opgenomen.
12. Eiseres heeft op 3 december 2021 een aangifte Vpb 2020 ingediend naar een belastbaar bedrag van € 386.204. In de aangifte is bij objectvrijstelling buitenlandse ondernemingswinst een bedrag van € 404.929 opgenomen.
13. Verweerder heeft de aanslagen in afwijking van de ingediende aangiften opgelegd. Daarbij heeft verweerder een lager bedrag onder de objectvrijstelling voor buitenlandse ondernemingswinst in aanmerking genomen omdat hij een lagere winst aan de VI toerekent.