Top supervisory director Carla Mahieu previously held primarily HR roles in major companies such as Shell, Philips, and Aegon. As a supervisory director, she has developed a keen eye for talent management and succession planning. For Mahieu, these are ongoing processes which, despite its ever-increasing data-driven nature, demand humanity in equal measure. Strategic workforce planning enables organizations to prepare for various scenarios. ‘Perhaps we should, after all, formulate a number of different profiles for a future CEO.’

Kuldip Singh is No. 1 on the Next50-list of non-executive directors. His non-executive board memberships are impact-driven: ‘If you are active in one company you have an impact on that one company only and possibly to a small extent on the sector. It is much more interesting to take a broader approach.’ An open conversation 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.’

It is not the increasing complexity that makes the work of executives and supervisory directors challenging these days, says multi-supervisory director Michiel Lap. Much more important, he believes, is the pace and scope of all the changes. ‘Being fully proficient at everything is impossible. Curiosity and willingness to learn are crucial, and supervisory directors must be able to assess whether they are not overlooking essential issues.’

Pauline van der Meer Mohr has seen the inside of a considerable number of boardrooms over the past 15 years. But even though she belongs to the old guard, she is not afraid of modernization. She has no objection to a board that ‘ employs’  an AI device in addition to Supervisory Directors of flesh and blood. ‘ That could be very valuable.’  However, she does worry about (potential) colleagues who would no longer be interested in being a Supervisory Board member because of legalization.

Jeanine Helthuis has substantial experience as an executive but nowadays dedicates her time exclusively to supervisory board positions. She notes that the members of these two bodies need each other and strengthen each other. ‘You consult with each other more, more frequent and in more depth about what governance, ESG, stakeholder interests, and digital developments mean for the company and its strategy.’

Multi-Supervisory Board member Willem Cramer wants to bring the outside world into companies, 'stir up' the board and, above all, interpret the social noise - emphasizing that it is a mistake to operate too cautiously and want to avoid all risks. To keep an open mind, he deliberately chooses to supervise multiple companies: ’Those who focus too much on a single company may miss the external antennae.

A Supervisory Board is especially effective when its advisory role is performed well, believes experienced Supervisory Board member Jurgen Stegmann. ‘You should be in constant dialogue with the board and both sides should invest in this. Many Supervisory Board members hardly ever realize just how influential they are. Simply putting issues on the agenda and discussing them can affect the direction in which a company develops.’

The experienced Supervisory Board members we invited to discuss board effectiveness in times of turbulence and transition, all have one thing in common: they wish to challenge Boards of Directors to maintain their connection to society and create a positive impact even in turbulent times. Bottom line: this cannot be achieved unless strategy sessions start at the beginning. ‘What do we actually mean by sustainability, social responsibility and inclusion? You will notice the answers will not be identical. How, then, can we know that we share the same ambitions?’

How the mandatory self-evaluation is approached determines the difference between a Supervisory Board that simply does what is required and a truly effective Supervisory Board with added value for company and directors, argues Victor Prozesky of The Board Practice. What does it take to get more value out of mandatory self-evaluation?

ESG, diversity, talent succession: Supervisory Board members have a lot on their plate. Victor Prozesky, Founder and Partner of The Board Practice, views a proactive Board attitude as a prerequisite for future-proofing. A successful Board does not wait for ESG standards and takes diversity, inclusion and talent management extremely seriously. A thorough evaluation of Board effectiveness – from an outsider’s perspective – is also part of the process.