Sandra Berendsen: ‘Not Just Attention in Governance for Those Who Have the Loudest Voice’

You were previously on the Next50 list, then suddenly disappeared from all rankings, only to return gloriously. What happened?
'I had to take a step back a few years ago due to personal circumstances. I had to resign from a few supervisory roles because I was, quite simply, needed at home on the farm. It may look like a gap in my resume, but I focused on the dairy farm. It was very hands-on and hard work. Suddenly, I found myself troubleshooting a milking robot at night. I had never done that before, but when you are in a barn full of cows in the middle of the night and there is a problem, you need to act. Now, I handle it without a problem. After a while, I regained some space for other things. The daily farm operations were taken over, and I gradually resumed my life as a supervisory board member.'
 
What did you learn from that period besides fixing milking robots?
'A lot. I learned to trust my instincts. My gut told me to take a step back temporarily, so I did. And I also learned to remain calm. When things get tense, I stay composed. There is always a solution. It was reinforcing to realize that I could manage it and succeed. It was tough balancing everything, but eventually I found space again. When I was ready, things naturally started falling into place. I reconnected with my network, and one thing led to another. I learned to trust myself. There is always something new on the horizon.'
 
How did you first become interested in the role of a supervisory board member? I cannot imagine young Sandra ever saying, ‘I want to be a professional board member.’
'Well, not far off. When I was nineteen, I interned at an accounting firm. That firm had a supervisory board, and I got to observe one of their meetings. Sitting there as an intern, I found it fascinating. I thought, ‘This is a great forum—you can discuss everything!’ That is when I was first drawn to the work a supervisory board does. I did not immediately think I would become a professional supervisory board member, but I remained intrigued by how supervisory boards operate and how its members function. It never left me.’

Now you have three demanding supervisory board roles, along with your dairy farm. Is that manageable?
‘With my current portfolio, it is manageable. However, I have decided not to take on any additional roles for now. Not because I cannot handle more, but because I want to be available for the organizations I am already involved with. If there is an extra meeting, I want to attend and be fully present. So yes, I am satisfied with my portfolio; it has a good balance and composition.'

You do not have the typical profile of a traditional supervisory board member. It is particularly striking that you work in environments where shareholders have significant involvement: either in a cooperative structure, like FrieslandCampina and Rabobank, or in a partnership model, like KPMG. Did you deliberately choose this? 
‘To be honest, I do not remember exactly whether I chose the structure or whether the structure chose me. To an extent it developed this way. From my background as a dairy farmer, I had enough experience with cooperatives. I am at home in that structure. That also applies to the ‘food & agri part’ of my portfolio. Furthermore, I am really intrigued by finance - so that also ticks a box. I like complex structures. If the structure is complex, the dynamics and the relationships between people within the organization are often more complex. In a listed organization, that is completely different from a cooperative or an organization that works with partners. That human side makes it dynamic. But let us be honest: you have to enjoy such complicated dynamics, you either hate it or love it. You have to be able to deal with it. There is always something that causes friction. But that is how it should be. If there is no friction, it means something is not right.’

The difference between a supervisory role in a publicly traded company and in a cooperative is that in publicly traded companies, everything is likely to be quantified more quickly. ‘If we do this, then the shareholder value will increase.’ Whereas in a cooperative, members also have other interests to consider. They cannot simply walk away from the organization...
‘That emotional aspect is always there, with almost all considerations. It would be great if everything could be quantified, but that is not how it works. Every decision impacts your people. I think that is true in any company, but especially in a cooperative or partnership-based organization. You are constantly weighing and asking for input on decisions. If you make a decision that benefits one group, it has direct consequences for another. You need to be keenly aware of that. If you ignore this, you will encounter a problem—no matter how sound your decision is. It is about paying attention, coordinating, informing, more coordinating, making decisions, and then communicating about them.’

Do you, as a supervisory board member, actively engage with all these different members and partners? ‘In all the organizations where I serve on the supervisory board, I seek out the people. Of course, you cannot speak to 10,000 or 15,000 individuals, but visiting the workplace helps tremendously in getting a good picture. And of course, I know that people are extra prepared when they know you are coming, but you still get a glimpse into the relationships, the culture, how people interact, and how engaged they are. Governance is extremely relevant here. Pivotal in that governance must be that everyone is heard. And that not only the loudest voices receive the attention. Good governance is particularly crucial in a member-based organization. As a supervisory board member, it is also essential to maintain a clear boundary with members, who can be quite forceful in their opinions. You are frequently addressed, challenged, and critically questioned—whether by members/dairy farmers at FrieslandCampina or by partners at KPMG. You have one-on-one conversations. And I find that excellent. But, as member of the supervisory board, you must always guard against overstepping into the role of the executive board.’

There have been various discussions about the sustainability of the cooperative as an organizational model. What is your view on that?
‘The cooperative model needs to fit the organization. When it does, it is a sustainable model. A cooperative has long-term thinking embedded in its DNA. That alone ensures it to be a business model with a future. A cooperative is an old structure, but that does not mean it is outdated. The cooperatives I know have adapted with the times, particularly in terms of transparency and communication. At FrieslandCampina, governance itself has not changed drastically over the years. However, the way people interact, how influence is exercised, and how communication flows within the organization—that has evolved. Today, transparency is crucial; you must be able to explain what you are doing.’

You have been serving on supervisory boards since 2010. Does experience help in this role?
‘Of course. I have seen and experienced a good deal over the years. You carry all those experiences with into other companies. You also often see similar challenges arising simultaneously at different companies. You can apply the knowledge and insights you have gained. However, there is always the pitfall of thinking you have seen it all before. That often is not the case, as no two problems ever are exactly the same.’

What do you consider important in a strong supervisory board?
‘I do think it starts with diversity. Not only diversity in knowledge, but in different perspectives and viewpoints. I believe that a strong supervisory board listens to each other. It helps to be curious about different opinions. How do you think? How do I think? Having mutual respect for those differences is essential. From there, you can move forward together. Imagine: If I draw the number 6 on this table, you might see a 9. That then does not mean the end of the discussion—but the beginning of a new way of thinking. We are both right because we see it from different perspectives. By recognizing those differences, we can move forward together and focus on the opportunities they create. It is not about winning; it is about achieving a more effective result together.’

What do you see as the key themes or challenges for non-executive directors in the coming years?
‘Risk will remain a significant issue for supervisory boards, particularly considering geopolitical developments and instability. Resilience will be crucial. In the coming years, ESG will also be a dominant theme, as the related issues and dilemmas are becoming increasingly urgent and complex. ESG is not only about sustainability—it also encompasses people, culture, and good governance. It is an overarching topic that intersects with all other themes. Culture is ubiquitous and always requires attention. A third major theme will be technological advancements, for example AI. I suspect these will be the three main topics on the agenda for the foreseeable future.’

Are there any supervisory board members who serve as role models for you personally?
‘Yes, they exist, but I do not think I will name them here. I would not want to inadvertently overlook others. I can confidently say that in the supervisory boards I serve on, I am impressed by my colleagues and their backgrounds. I have met so many interesting individuals who have different expertise from mine and who ask questions that make me think, ‘Wow, that is an insightful angle.’ Those people are true role models for me.
One name I do want to mention is that of former DSM top executive Peter Elverding. I always saw him as a role model, I was captivated by his conduct. He could put issues on the table in a very amicable way, even the less palatable decisions. He had a keen feeling for the human side. That makes all the difference. You can aspire to calculate everything, but if all was calculable we would not have any issues left to deal with. There is always the human side. Elverding had an eye for that. What does this decision mean for my people? And is my company still my company after this decision? These, to this day, remain essential considerations in every decision I make.'

Do you have any advice for female executives who are offered a board position? My experience is that they tend to hesitate longer than men...
‘My key advice would be to just go for it. If the company interests you, if the sector excites you, and if you have something to contribute, then do it. Think of three things in the company that resonate with you, and if you can make three ticks, do not hesitate, just go out and experience it. It is a fantastic role.’

This interview was published in Management Scope 03 2025.