Offering added value to society is the connecting factor in the portfolio of Fleur Rieter, new at number seven in the Management Scope Next50 2025. As a member of both executive and supervisory boards, she is active in the world of pensions, health insurance and housing. ‘In all these sectors, it concerns vulnerable groups. You have to have a thorough understanding of the issues at stake in society and what your purpose as an organization is.’ In view of rapid changes and the increasing external stresses on organizations, a good dynamic between members of the executive and supervisory board is increasingly important.

Ftrprf is the new knowledge partner of Management Scope. Co-founded by Pieter Hemels, the consultancy firm assists organizations to work on future-oriented transitions. In the coming months, Hemels will share his thoughts with Management Scope on what do – or should – matter to companies and how companies can create impact. Their key question is what the impact of an organization will have on Fay, Hemels’ seven-year-old granddaughter. ‘You do not want to run a company that violates human rights, exploits children and destroys the climate, do you?’

in memoriam Daphne PrieckaertsA month ago, we wrote about a colleague who was unexpectedly admitted to the ICU of the VUmc with acute leukemia. We wrote, "As we write this, we do not yet know whether she will make it to step 2". She passed away three days later. What we did not write a month ago was that the colleague was Daphne Prieckaerts: the mother of ftrprf, the mother of our shareholders, and my partner in all aspects of my life for 42 years.

With sustainability under pressure, there once again seems to be more and more talk of only one bottom line: the financial one. But does the value of companies really depend on this alone? In the AEX Futureproof Index, previously intangible social and environmental values have been translated into comparable monetary figures. Now it is up to companies, investors and policymakers to show whether they are willing to change, writes Pieter Hemels of ftrprf.

Thursday. France. Fatigue and mild flu symptoms. Friday. France. Fatigue and mild flu symptoms. Saturday. Return home. Flu. Sunday. The Netherlands. Increasing shortness of breath. Monday morning. GP. Alarm bells. Monday afternoon. Hospital. Emergency room. Tests, doctors, and nurses follow each other in rapid succession. Monday afternoon, the words “acute leukemia” and “chemotherapy treatment starts immediately” are spoken. Monday afternoon. Ambulance. To an academic hospital. We are warmly welcomed at the hematology department. Monday evening. Intensive Care Unit. Fighting for her life. The battle has been ongoing for two weeks, day in, day out. And as we write this, it continues. This is the story of one of our colleagues. As we write this, we don't yet know if she'll make it to step 2.

If you ask Gemini or any other AI smart guy how to determine the value of a company, it will immediately start talking about intrinsic value, market value, financial performance, discounted cash flow, liquidation value (some CFOs jump out of their chairs enthusiastically when they read this). But is that really logical? Is money the unique value-determining factor? What is the value of the fact that your ten thousand employees are deeply happy with your employership? And the thousand who are sitting at home, burned out? Does the product turnover extending millions' lives have the same value as the turnover of a beer manufacturer? What is the value of the climate damage that you do or do not prevent? And what is the social value of the fact that a company is extremely good at tax avoidance?