What do organizations need to do to survive in the digital age? This series on entrepreneurship in the digital age will explore that question in depth over the coming months. This time, we speak with Raymond van Eck, who has been CEO of Fairphone for a year and wants to scale up as a producer of sustainable and fair smartphones without compromising on core values. ‘If we want to show the industry that you can produce consumer electronics in an ethical way, we will have to prove that you can be successful doing so. That means we now have to take commercial steps to achieve some serious scale.’

Daniëlle Melis was recently appointed to the Corporate Governance Code Monitoring Committee. If there is confidence that good governance standards are adhered to at the level of principles and accounted for in a transparent manner, there is really no need for detailed rules, she argues. All players in the governance of companies need to discuss this with each other. In her own roles as a supervisory director, she puts that into practice. Preferably in even more roles than she already has. ‘A good supervisory director always has time for a good conversation.’

Rob van Wingerden, chairman of the new Corporate Governance Code Monitoring Committee, is concerned that directors and supervisory board members still tend to see the code as a box-ticking exercise. His committee aims to shift this perception to what the code has to offer. ‘Dive into it as a basis for a good discussion about corporate governance. We want the code to become a source of inspiration again.’

Royal Ahold Delhaize is constantly confronted with conflicting interests from various stakeholder groups. The company faces activism focused on sustainability and climate but also groups pushing in exactly the opposite direction. Chairman of the Supervisory Board, Peter Agnefjäll, has a heartfelt interest in listening to everyone's concerns and criticism. ‘As a customer-focused company, you must cater to all your stakeholders to be successful. There is a constant friction between various interests so finding balance is a continuous process.’

What should and can companies do now to ensure they are still doing 'the right thing' in five to ten years? Heijmans CEO Ton Hillen puts it this way: 'We are giving it our all.' In its strategy, the construction company formulates bold statements to support the sustainable transition. 'They are so ambitious that we realize we may not achieve all of them, but only with truly bold goals do you motivate people to action.' 

Jelle Miedema, company secretary at Randstad, is first and foremost the linking pin between the executive board and the supervisory board. With the role of the supervisory board changing, that of the company secretary is changing with it. 'Members of the supervisory board are busier and the responsibilities of the position are expanding. They therefore find it increasingly critical to have someone who informs and advises them well.'

Appreciating that a company must play a sustainable and lasting role in society does not require codes or legislation, according to Jeroen Drost, a member of several supervisory boards and former CEO of SHV Holdings. He argues that more laws and rules only create a false sense of security. ‘Addressing excesses is more a matter of enforcement.’

What actions should leaders take now to be confident in a decade that they made the right choices? Hilde van der Baan and Gijs Linse from A&O Shearman set out to explore this question for Management Scope with shareholders, employees, and employers. In this final interview of a series centered on reflection, they speak with Jumbo CEO Ton van Veen. ‘I make my decisions carefully, with a well-calibrated compass. There is not much more you can do. But I suspect the conclusion later might well be that I should have done things differently.’

Most companies and business leaders are fully cognizant of the role they play in society and have already taken the steps needed to make their organizations more sustainable, more humane and thus more future-proof, argue Hilde van der Baan and Gijs Linse of A&O Shearman. In other words, a solid foundation is already there. The further development required to stay on course and to accelerate is a joint effort by all parties, from government to citizens.

Companies will be facing significant challenges in 2025. What items will be on the agenda of the shareholders' meeting? At a seminar for company secretaries, organized by Management Scope and A&O Shearman in cooperation with Computershare, the principal issues were discussed.

ESG and corporate social responsibility have become an integral part of conducting business. Hilde van der Baan and Gijs Linse of A&O Shearman argue for transparency and less polarization to restore the trust between industry and society. According to Van der Baan and Linse companies see ESG legislation as an opportunity to bridge the gap with society.

Corporate social responsibility and profit maximization do not necessarily have to be opposing interests, argue Hilde van der Baan and Gijs Linse of A&O Shearman, though investors do often differ in their views on the risks of sustainable investments and the timeframe in which they expect these investments to pay off. To further accelerate the transition, a more competitive capital market and consistent government policy are required.

What are the pros and cons of using artificial intelligence (AI)? Should employees be allowed to use AI in performing their tasks, and where have things already gone wrong? These questions were addressed during an AI masterclass for company secretaries, organized by A&O Shearman and Management Scope. What is evident is that the European AI Act, the first comprehensive regulatory framework, will have a significant impact. ‘It will not only be the big tech companies that need to comply with the law.’

More and more directors are intrinsically motivated to make their company's value chain more sustainable and fairer. Legislation can help to also get their partners in the chain moving and create a level playing field, argue Hilde van der Baan and Gijs Linse of Allen & Overy. 

Directors and supervisory directors are under the magnifying glass of both the media and society. During a breakfast session by Management Scope and Allen & Overy, top female executives exchanged thoughts on how they perceive this and what consequences it has, and subsequently came to four inspiring insights for not putting the brakes on excessively. ‘It cannot be that we all do nothing because we are too afraid.’

Companies will inevitably face changes again in 2024, very often related to ESG goals. As the season of shareholder meetings approaches, the question is what the agenda of the next AGM will look like. During a seminar for company secretaries, organized by Management Scope in collaboration with Allen & Overy, the key issues were discussed.