As chairman of the Goldschmeding Foundation, Bert Beun has big shoes to fill. His task is to ‘live’ the legacy of founder Frits Goldschmeding. He wants to do this by offering programs throughout the Netherlands and facilitating projects focused around three major themes: future-proof work, an inclusive labor market, and a humane economy. ‘We work from a theory of change: what steps are still needed for a humane economy and what role do directors and supervisory boards have to play?’

Auping CEO Jan-Joost Bosman and Johan Cruijff Arena CEO Tanja Dik are on the same wavelength when it comes to the sustainable transition. One (Bosman) participated in Discomfort in the Boardroom, the other (Dik) in the follow-up program In-Depth Governance, projects presented by MVO Nederland (CSR Netherlands) with support from the Goldschmeding Foundation to help executives and supervisory board members balance ethical issues and the interests of the company. ‘Together, we can spread the ink spill - ‘oil slick’ is the wrong word in this context.’

In the second year of the ‘Verdiepte Governance’ (Deepened Governance) project, more and more directors have become convinced that ethical reflection belongs in the boardroom. Those who are true to their principles can link professional tasks to long-term value creation goals. Governance trainers Esther de Jong (NCD) and Menno Maas (TIAS School for Business and Society) see that directors have a need for this, but that they are unsure how to combine personal values ​​and standards with the interests of the company. ‘We teach them to make that connection.’

Supervisory directors are notoriously risk-averse and compliance-oriented. However, to transition to a more sustainable and humane economy, necessitates them to also see themselves as guardians of the future, argue participants in this roundtable discussion. ‘It is incredibly important for supervisory directors to engage with what the organization stands for and where it wants to go to. Our primary role is to choose leaders who can shape that path.’

Business has an enormous impact on the transition to a new, sustainable, and more humane economy. For two years, the Deepened Governance project helped executives find a balance between their ideals and their business interests. Now that the project has come to an end, author and journalist Jeroen Smit, who has been involved with Deepened Governance from the start, shares his thoughts on how leaders can arrive at a hopeful perspective, despite all the ‘yes, buts.’

The boardroom of the future does not shy away from seemingly unsolvable problems, but rather harness these as opportunities, according to Robert J. Blomme and Josephine de Zwaan of the In-Depth Governance project. Eighty Dutch executives worked together in this project to develop new guidelines for sustainable leadership, with the core message: give discomfort in the boardroom room to breathe. The tension that this creates is the starting point for change.

The need for a systemic transformation towards a sustainable, circular and inclusive economy is forcing leaders to change course. This realization is, however, not yet actuating the intended results. Because the way we need to change is a complex issue - and breaking existing routines triggers feelings of uncertainty and loneliness. Do we dare to make the necessary bold decisions?

While national politics is not stepping up to the plate, executives will have to lead the way in the great systemic transformation needed to make the economy sustainable, circular and inclusive.