Management Scope

Farewell Interview Martin van den Brink and Peter Wennink: ‘ASML Remains a Very Dutch Company’

The legendary leaders of ASML are retiring. A very good reason to engage in an exclusive conversation with the co-presidents of what was initially considered a ‘negligible company’ - ‘Philips regarded us as the dog in the backyard pen they occasionally tossed a bone at’ - on everything that contributed to their evolution into a global player. ‘There was no vision. We had no competencies. There was only a dream, and we sought out partners to realize it.’

Angela Wilkinson: ‘The Energy Transition Needs A Bottom-Up Approach’

For Angela Wilkinson, Secretary General and CEO of the World Energy Council a successful energy transition does not lie in grandiose projects. Rather, local initiatives that enthuse citizens will be a great help. ‘This way, we succeed more effectively in putting people at the center of the energy revolution.’

Trust And Cooperation As Building Blocks Of The Energy Transition

Trust and cooperation are the real success factors of the energy transition – and perhaps even more decisive than technology or money. So argues Marco Bosman, Director of Public and Regulatory Affairs Netherlands at Vattenfall. With this, we can collectively take the steps necessary for a sustainable economy.

Future energy leaders

The longing for a society that is cleaner and more innovative is how one of the three young professionals at our roundtable summarizes the essence of the energy transition. It is about time for policymakers, scientists, citizens and the industry to act together. Optimism is important, but must not take over. ‘Sit back with the idea that everything will turn out fine? We are f*cked!’

Kuldip Singh: ‘Ask Yourself How It Can Be Done Ten Times Faster and Better’

An open conversation with upcoming top non executive Kuldip Singh about backbone, the importance of diversity and the power of digital transformations with an upcoming non-executive director who does not want to let go of the executive side. ‘Where and in what role can I achieve the most? I ask myself that question all the time.’

topics

Risk & Finance

Digitalization & Disruption

Implementation & Transformation

Strategy & Innovation

Leadership

Societal Impact

Good Governance

The Challenges in Making the Value Chain More Sustainable

Mark van Kruijsbergen of construction group Royal BAM Group and Douglas Lamont of chocolate brand Tony Chocolonely have totally different challenges in making the value chain more sustainable and socially accountable but share their intention to get others moving as well. 'You can do the right thing and still make a good profit margin.’

Kitty Koelemeijer: 'Becoming future-proof? Tackle supply chain'

More cooperation in the supply chain is critical to make companies future-proof, says professor and supervisory director Kitty Koelemeijer. ‘It is in the DNA of entrepreneurs to be self-reliant, but the time of every man or woman for him or herself is over.’ She says the ESG criteria can be a ‘wonderful catalyst’ to get cooperation off the ground.

‘Productively Sparring Supervisory Director Makes All The Difference’

Essimari Kairisto is the highest-ranking woman and highest-ranking foreigner on the list of emerging top supervisory directors, the Management Scope Next50 2024. ‘Fortunately, more and more supervisory directors are good sparring partners - perhaps also because of the rise of women.’

Take on supply chain responsibility and move faster together

Take Responsibility Of The Chain And Accelerate Progress Together

More and more directors are intrinsically motivated to make their company's value chain more sustainable and fairer. Legislation can help in this regard.

The First 100 Days as Global Head of Sustainability at Philips

On the Future of the CSO

On the future of the role of CSO, Robert Metzke (Philips) says: ‘We need to start with the next two years, because there is a significant challenge on the road, called CSRD and CSDDD.’

Next 50: plenty of emerging top Supervisory Directors, but where is Gen Z?

Next 50 2024: A Good Deal Of Emerging Top Supervisory Directors, But Where Is Gen Z?

Half our list is made up of women and the leader is from a multicultural background, but where is Gen Z?

Artie Debidien: 'Willingness to change must be mobilized'

Artie Debidien: ‘Willingness To Change Has To Be Mobilized’

Artie Debidien is CIO B2C of KPN and a supervisor of three organizations, including De Nederlandsche Bank. She demands renewal and innovation wherever she goes.

A board full of bullies? Leadership qualities as a risk factor

Leadership Qualities As a Risk Factor For Transgressive Behavior

Transgressive behavior, a sickened or toxic work atmosphere and psychological insecurity.... Board members in particular constitute a serious "at-risk group.

Gerrit Buitenhuis (Sligro): ‘Our logistics challenge is quite simple’

Gerrit Buitenhuis: ‘Our Logistics Challenge Is Quite Simple’

Gerrit Buitenhuis, Chief Supply Chain Officer at Sligro, says he needs to achieve ‘only’ three things. He insists that it is best to keep things practical.

NIS2 Directive: Cybersecurity Is a Joint Responsibility

Unambiguous European regulations, directives and rules are of significant importance in the digital society and economy. In this light, organizations should see the NIS2 directive as an opportunity

Boards Under The Magnifying Glass

Board members are under the magnifying glass of both the media and society. This conversation led to four inspiring insights for not putting the brakes on excessively.

Change is necessary, but how is a matter of choice

Transformation Requires Choices

Eelco Simon points out that every company needs to transform, but that the nature of that transition and the pace at which it can best occur is different for each company. He draws some lessons from HEMA and Sligro.

Executive Women Event 2024

The eleventh edition of this annual event revolved around responsible decision making. How can leaders contribute to a more fair, more sustainable, and more resilient future?

Vroukje van Oosten Slingeland (ING Group) on AI Applications in Legal

The general counsel of ING is convinced that lawyers will make efficiency gains in the coming years thanks to GenAI tools.

Esmé Valk (Schiphol): 'Improving well-being is complex, but beautiful'

Esmé Valk (Schiphol): ‘Improving Well-Being Is Complex, But Gratifying’

Esmé Valk is working on the well-being of employees, both at Schiphol itself and other parties operating at the airport.

Piero Novelli: ‘The Dutch Governance Model Is Relevant’

Piero Novelli, chairman of Euronext since 2021, shares his views on the Dutch governance. ‘Two tier boards fit major societal challenges that did not exist before.’

Eline Oudenbroek: 'No relevance without sustainability'

Interface has long been well ahead of the music when it comes to sustainable transformation: the net zero ambition has been traded in for the next ambitious goal.

Bernhard Kaufmann (NN Group): ‘Good Listening Is Part of Dutch Culture’

Bernhard Kaufmann, Chief Risk Officer of NN Group, tells about his experiences as a foreign executive in a Dutch boardroom.

Sustainable design

Designing with extending use and end-of-life in mind is a complex operation that requires strong leadership. It is time for a strategic plan to integrate design for sustainability throughout the business.

Ready For AGM Season?

Shareholder meeting season is once again upon us. Management Scope and Allen & Overy prepared company secretaries during a seminar. From activist shareholders to tax developments, here is what sets the agenda.

Michiel Lap: ‘The No-Goes of a Supervisory Director’

It is not the increasing complexity that makes the work challenging these days, much more important is the pace and scope of all changes.

Project In-Depth Governance: ‘Ethical Dilemmas Lead to Tension’

This project addresses a complex problem: the clash between business considerations and personal conviction. ‘Directors need to become aware of that tension.’

Suzanne van Niekerk (ABN Amro): ‘Oversimplification Is Challenging’

ABN AMROs CHRO deals with different generations, cultures and views in the company. So how does a company remain unified with an inclusive atmosphere?

Paul de Krom: ‘Mobility services are the future’

Paul de Krom (Louwman Group): ‘Mobility Services Are the Future’

The company is transitioning from car importer to service provider. ‘The essence of this company is our automotive activities, but our ambition is mobility for life.’

‘Absence Management Should Be on the Board Agenda’

Companies can do much more in the fight against absenteeism, according to Gitte Kristiansen. 'A culture of prevention must resonate in every boardroom.'

Sustainable Transformation Makes Any Business More Robust

What are the challenges for the manufacturing industry in designing sustainable products? A conversation about lofty ideals and the unruly practice.

How Chapter Zero Is Helping Supervisory Directors With Sustainability

Chapter Zero brings together supervisory directors dealing with the consequences of climate change.

Pauline van der Meer Mohr: ‘A Virtual Colleague On The Board, Why Not?’

Pauline van der Meer Mohr belongs to the old guard, but she is not afraid of modernization.

Bram Schot: ‘Make Use of the Competences of Non-Executives’

Bram Schot he decided to focus exclusively on non-executive roles, after intensive years as an executive in the automotive industry. Now he draws parallels and builds connections for the various boards where he is involved. ‘You have a responsibility to leverage your network and cross-pollinate.’

Mariken Tannemaat: ‘I Believe in Situational Succession Planning’

Mariken Tannemaat keeps a keen eye on whether the new, maturing talent has the right competences to take the organization forward. But we should not ask too much either: ‘I am sometimes apprehensive that the list of competences required of future CEOs is becoming too extensive.’