Shell has announced that both Projects & Technology Director Harry Brekelmans and Legal Director Donny Ching will be leaving the Executive Committee. Their successors have already been named.
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Jacqueline Tammenoms Bakker: 'Remuneration Touches the Soul of the Company'
Closing the gender and minorities pay gap, linking executive pay to sustainability goals and the magnifying glass of the critical capital market and society: the Remuneration Committee has more and more on its plate.
Marnix van Stiphout: 'ING Is Not Your Usual Company'
Marnix van Stiphout has been COO and member of the management Board of banking group ING for a year and a half. During this time, he mainly worked on the realization that operations form an extremely important part of the bank. 'We are now assisting in shaping the future of this bank.'
Digital Savviness is Becoming More Urgent: Masterclass Cybersecurity for Boards
While cybersecurity is a major priority within companies, knowledge on the subject in the Board is often poor. Sometimes Executives and Supervisory Board members themselves are the weakest link in the fight against cyber criminals. This is worrisome, was the message to company secretaries during this master class.
Bas van der Veldt (AFAS): 'There are Scores of Companies With a Toxic Culture'
Manage as little as possible, undertake as much as possible: that is the motto of AFAS. CEO Bas van der Veldt explains the company's philosophy steeped in ’love’. 'We want to be the opposite of companies where people become unhappy because of bad leadership, a toxic culture and unethical behavior.'
Supervisory board members who deal with executive remuneration are navigating an increasingly complex environment, this master class once again demonstrates.
Jolande Sap is optimistic about the transition to sustainability. It would go much faster, however, if leaders were driven less by money and more by intrinsic motivation.
Behind ESG goals lies a huge scope of issues. The advice? A pragmatic approach: start with what slows down progress and split up the enormous task into parts.
He was already a Non-Executive of VodafoneZiggo, but Coopmans added FrieslandCampina to his portfolio. Good for the leading position in this year's Next50.
Iris Bouwers is the youngest in the Next50. She was born in 1993, and has been a Supervisory director at Agrifirm since last year. "In daily life" she works on the farm.
Kuldip Singh worked in both India and the Netherlands and filled his Supervisory portfolio in the Netherlands with as many as five positions, including at KPMG.
In 2022, Natalia Wallenberg took office as CHRO of Ahold Delhaize. A year later, she takes stock and discusses the challenges at a time when people are under pressure.
This summer, Allard Castelein will leave Port of Rotterdam, with positive sentiments about the role the company is taking within an increasingly sustainable logistics chain.
Rewarding well - that is, because the CEO does the right thing - calls for a transparent, stakeholder-oriented, sustainable and future-proof remuneration policy.
Self-evaluation is a valuable tool to discover how boards are functioning and how things can be done even better. This is how you get more value out of the mandatory evaluation.
Despite companies’ good intentions regarding sustainability, progress is limited and the pace far too slow. Six obstacles are the cause of this stagnation.
The CCO of Vattenfall Netherlands explains how the company deals with the energy transition, the sustainability imperative, as well as with all the criticism of the group.
Once again the importance of a good supply chain is confirmed. But how to achieve a sustainable supply chain now? And what does the supply chain of the future look like?
Supervisory Board Members play an important role in achieving an inclusive organization. 'Often the realization that things have to be different is not enough.'
As the new CEO of APG, Annette Mosman walked 200km with an array of stakeholders to find out what is happening both within and outside of the organization.
Mediq’s director aims to continue delivering the best possible care – which is not uncomplicated in such turbulent times. The focus now is on day-to-day operations.