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Edition 5.1 of the Prospect - magazine of the Economic and Business Faculty association in Groningen
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Jim O’Neill Chairman Goldman Sachs Asset Management Rick Nieman Anchorman RTL Nieuws Max van den Berg Queen’s Commissioner Groningen Prospect Prospect / September 2011 / Volume 5 / Issue 1 Magazine of Economics and Business student Faculty association Groningen Conference Theme / Key-note Speakers / Conference Programme / Bookreview / Faculty News
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Page 1: Prospect 5.1

Jim O’NeillChairman Goldman Sachs Asset Management

Rick NiemanAnchorman RTL Nieuws

Max van den BergQueen’s Commissioner Groningen

ProspectProspect / September 2011 / Volume 5 / Issue 1

Magazine of Economics and Business student Faculty association Groningen

Conference Theme / Key-note Speakers / Conference Programme / Bookreview / Faculty News

Page 2: Prospect 5.1

pagina 3 / September 2011

<On the pursuit of professionalism >

We view professionalism as the product of excellentabilities and execution. We pride ourselves on it in everythingwe do. Being professional is about setting the higheststandards of performance and wanting to excel. If you havethe same standards, we would like to hear from you. For our Analyst Program, NIBC is looking for universitygraduates who share our pursuit of professionalism. Personaland professional development are the key-elements ofthe Program: in-company training in co-operation withthe Amsterdam Institute of Finance; working side-by-sidewith professionals at all levels and in every financial disciplineis part of learning on the job. We employ top talent from diverse university backgrounds,ranging from economics and business administration, tolaw and technology. If you have just graduated, withabove-average grades, and think you belong to thatexceptional class of top talent, apply today. Joining NIBC’sAnalyst Program might be the most important careerdecision you ever make!

Want to know more? Surf to www.careeratnibc.com.

7 + ( � + $*8 ( � � f � � / 21'21 � � f � � % 5 8 6 6 ( / 6 � � f � � ) 5 $1 . ) 8 5 7 � � f � � 1 (: � <2 5 . � � f � � 6 , 1 * $ 32 5 ( � � f � �::: � 1 , % & � &20

Interested? Please contact us: NIBC Human Resources, Frouke Röben, [email protected]. For further information see

www.careeratnibc.com. NIBC is a Dutch bank that offers integrated solutions to mid-market clients in the Benelux and

Germany. We believe ambition, teamwork, and professionalism are important assets in everything we do.

NIBC adv. Professionalism A4 10-08-2009

Page 3: Prospect 5.1

pagina 3 / September 2011

Reboot

Dear reader,

Reboot: ‘To reboot a computer system, halting the operating system and

then starting it up again.’ The last years we have been confronted with all sorts of ‘rebooting’, not only in the way that a dictionary describes. All these other ways are to be shared with you. Here, in this magazine, but also on the upcoming and biggest EBF event: The EBF Conference.

�����ȱŘŖŖŝȱ�������ȱ������ȱ����ȱ�����ȱ���ȱ���¢ȱĚ� �ȱ��ȱ���ȱ���-nomic system were exposed. Particularly governmental initiatives were started to reboot the system and to get the economy grow-ing again. With the current nervous market these crises are not over yet and the expectation is that complete recovery many years �����ȱ��ȱ��ǯȱ��ȱ��ȱ�����ȱ����ȱȁ������Ȃȱ��Ě������ȱ���ȱ��ȱ��ȱ���ȱ����ȱ��ȱthe reason for rebooting, not only from an economic point of view but also in other areas…

‘My fellow Americans, people all over the world, we need to solve the

climate crisis, it’s not a political issue, it’s a moral issue. We have every-

thing we need to get started, with the possible exception of the will to act,

that’s a renewable resource, let’s renew it’ – Al Gore

It is quite clear that what Al Gore wants so say here is that we have to reboot on sustainability. He is to be seen as one of the ����ę������ȱ��ȱ���ȱ����ȱ��ȱ�������������ȱ�������������¢ǯȱ����ȱ��ȱalso an area of great concern to the economy and the way of doing business. With his movie ‘An Inconvenient Truth’ he tried to alarm the world for pollution and global warming. In addition, he chairs the Alliance for Climate Protection by which he launches 14 sep-tember a new Climate Reality Project. He is the leading example of an initiator of a reboot, who is dilligated to show the world the importance of responsible growth.

This special Conference edition highlights all the aspects of the upcoming Conference. This issue contains interviews with Rick Nieman, Max van der Berg and Jim O’Neill about responsible leadership and responsible growth. Beside the interviews, this edition contains a column of the conference moderator Jan Pronk and information about the conference speakers, workshops and the rest of the programme.

Will Prospect reboot soon? I do not know, undoubtedly there will be some changes but this will be under the responsibility of my successor Harmen Claassen. For the last time I wish you lots of fun reading this edition and hope to see you at the EBF Confer-ence.

Kind regards,

Martin van der MeulenEditor in Chief

ColofonProspect

Volume 5 / Issue 1 / September 2011

EDITOR IN CHIEFMartin van der Meulen

EDITORIAL BOARDJoost Lensen, Pieter Lindeman, Liesbeth Luimes, Wendy

������ǰȱ����ȱ���ȱ���� ħ�

AUTHORSOmri Azoulay, Mart Beune, Jan Geschiere, Joram Kok,

�����ȱ �¡ǰȱ���������ȱ ������ǰȱ����ȱ��Ĵ�����ǰȱ���ȱ��ħ��ǰȱ����ȱ���ȱ���� ħ�

PHOTOGRAPHY���ȱ���������

LAY OUTJoost Lensen, Pieter Lindeman

SPECIAL THANKS TOMax van der Berg, Rick Nieman, Jim O’Neill, Jan Pronk

EDITORIAL ADDRESS

EBF | Prospect

P.O. Box 800

9700 AV Groningen

T: 050 - 363 7301

E: [email protected]

ADVERTISEMENTS & SUBSCRIPTIONS� ���ȱ�����T: 050 363 37 02

E: [email protected]

CIRCULATION7000 copies

CHANGE OF ADDRESS������ȱ���ȱ�����������ȱ�������ȱ��ȱ������ȱ��ȱ�����Ĵ�ȱv/d Waal ([email protected]) and students

can communicate changes of adress to the Centrale

Studentenbalie ([email protected]) or adjust it themselves through

����������ǯȱ���������ȱ���ȱ�������ȱ� ���ȱ�����ȱ���ȱ�����ȱchanges of address.

PUBLISHER Economics and Business student Faculty association,

www.ebfgroningen.nl

COPYRIGHT PROSPECTArticles and pictures from this edition can only be

����������ȱ ���ȱ ��Ĵ��ȱ�������ȱ��ȱ���ȱ������ȱ��ȱ�����ǯ

SUBASSOCIATIONS

Persoonlijk Personal<On the pursuit of professionalism >

We view professionalism as the product of excellentabilities and execution. We pride ourselves on it in everythingwe do. Being professional is about setting the higheststandards of performance and wanting to excel. If you havethe same standards, we would like to hear from you. For our Analyst Program, NIBC is looking for universitygraduates who share our pursuit of professionalism. Personaland professional development are the key-elements ofthe Program: in-company training in co-operation withthe Amsterdam Institute of Finance; working side-by-sidewith professionals at all levels and in every financial disciplineis part of learning on the job. We employ top talent from diverse university backgrounds,ranging from economics and business administration, tolaw and technology. If you have just graduated, withabove-average grades, and think you belong to thatexceptional class of top talent, apply today. Joining NIBC’sAnalyst Program might be the most important careerdecision you ever make!

Want to know more? Surf to www.careeratnibc.com.

7 + ( � + $*8 ( � � f � � / 21'21 � � f � � % 5 8 6 6 ( / 6 � � f � � ) 5 $1 . ) 8 5 7 � � f � � 1 (: � <2 5 . � � f � � 6 , 1 * $ 32 5 ( � � f � �::: � 1 , % & � &20

Interested? Please contact us: NIBC Human Resources, Frouke Röben, [email protected]. For further information see

www.careeratnibc.com. NIBC is a Dutch bank that offers integrated solutions to mid-market clients in the Benelux and

Germany. We believe ambition, teamwork, and professionalism are important assets in everything we do.

NIBC adv. Professionalism A4 10-08-2009

Page 4: Prospect 5.1

pagina 4 / September 2011

Activity Committee

Acquisition Team

Business Class

Dutch Inhouse Tours

European Study Research

International Activity Workgroup

International Symposium

Freshmen Symposium

Lustrum Committee

Promotion Team

Prospect Magazine

Speakersteam

Support Committee

This is an overview of all the other committees of the EBF you can apply for!

This sign means that international students can participate in the committee.

For more information visit www.ebfgroningen.nl/activemembership

Do you want to organise the biggest two-day conference of the Netherlands?

On the EBF Conference 2012 Committee, you will get the chance to persuade

big international speakers to come to Gronin-gen. You will organise two days of lectures and

workshops with a theme of your choice!

This year, the EBF Conference 2011 will welcome Al Gore, who will discuss

sustainability!

Page 5: Prospect 5.1

The reason that the recent global financial crisis took us and the rest of the world by surprise is that the fundamental measure we use for our economic well-being failed us. It failed to take into account sustainability. This is the problem with GDP! Our GDP counts predatory lending as well as for instance air pollution and ozone depletion. It counts the destruction of the woods, and the loss of our natural wonders due to industrialization. It notably also counts napalm and nuclear warheads.

Are we not hampered, as people, by the primary index we have created to measure our so-called (economic) well-being. To me, the financial downturn was just one tangible example that GDP is indeed guaranteed to get a lot wrong! It proves that unsustainable growth is nevertheless considered to be growth.

To the extent that the recent global financial crisis is a reflection of collective values and lifestyles, it is, above all, a cultural crisis. Culture, therefore, has a central place in the complex notion of sustainability. Some, I believe, ‘cultural’ flaws in our contemporary society, are mentioned by our moderator Pronk as the disregard of nature, the religious belief in market mechanisms, the emphasis on material consumption and growth, and the dominance of greed over equity.

Our conference is a direct response that a new paradigm is required. During the conference Reboot: Responsible Leadership, Responsible Growth we will reflect upon this new paradigm which is needed to revolutionize the world. We will discuss what responsible leadership is and how this should be accompanied with a shift in mindset. Possibly, it requires also enforcement through government regulations.

This year we have a special EBF Conference edition to celebrate the success of the previous conferences. The kick-off of the event, with the leading sustainability mind Al Gore, will symbolize the launch of a new era for EBF Conferences where we endeavour to take the conference to a higher standard.

Lastly, we hope our conference brings you closer to realizing your ‘sustainable’ goals for your - and our - future, by giving you something to think about and by motivating and inspiring you. Of course, above all, we hope our conference will be a day you will never forget..Omri Azoulay Chairman EBF Conference

pagina 4 / September 2011 pagina 5 / September 2011

Wake Up Call Author: Omri Azoulay

Preface

Congres Conference

Page 6: Prospect 5.1

pagina 6 / September 2011 pagina 7 / September 2011

The quest for sustainable economic developmentAuthor: Jan Pronk

Conference Congres

Economics has a scent of bad odour, nowadays. The criticism refers to both analyses published by economists and to policy �������������ǯȱ���ȱ���������ȱ��ȱ����ȱ����ȱ�����ę��ǯȱ����������ȱȱand inequitable development processes, the disregard of nature, the religious belief in market mechanisms, the emphasis on material consumption and growth, the neglect of social inequalities and poverty, the crisis in money and banking, naive thoughts on so-called rational economic behaviour and the dominance of greed over equity: all these phenomena and tendencies have been put under scrutiny. And rightly so. A new paradigm is required.

On the other hand, should the criticism be directed against aforementioned economics or against economists who have betrayed their discipline? Economics is dealing with scarcity and welfare. It does not identify increases in welfare with the ��� ��ȱ��ȱ��������ȱ����������ǯȱ��������ǰȱ����ȱ��ȱ����ȱ���ȱ��Ĵ��ȱinformation, widening communication, greater knowledge and broader education, as well as more cultural activities - writing and reading books, making music, and visiting concerts, enjoying theatre and dance – do constitute welfare, as soon as people wish to enjoy all this and are willing to spend time, energy and money on it.

Ergo, economic welfare does not refer to a larger amount of tangible material goods and immaterial services which have ����ȱ��������ȱ���ȱ����ȱ���������ǰȱ���ȱ��ȱ���ȱ�����ȱ�Ĵ�����ȱ��ȱ�����ȱ�¢ȱ������ȱ��ȱ�ȱ������¢ǯȱ�������ȱ������ȱ�Ĵ���ȱ��ě�����ȱ������ȱ��ȱ��ě�����ȱ�����ȱ���ȱ��������ȱ��ȱ��ě�����ȱ�������������ǰȱa common denominator is used in economics in order to enable people to interface with each other. Money as a common denominator is nothing more than a proxy variable, useful in practice and in theory, in order to make comparisons between societies and over time. However, when people identify their welfare with the money value of the goods and services which they produce and consume, or with the corresponding income, it is not because economists inform them.

People are not naive. They know the shortcomings of a proxy variable. They know welfare is not an absolute, but a relative concept. If their needs increase, and if only a smaller part of these needs can be met, despite a larger income, the relative �������¢ȱ��ȱ����������ǯȱ�����ȱ�����ȱ����������ȱ�����ȱ ������ȱ���������ȱ������ȱ����ȱ���������ǯȱ����ȱ��ȱ���ȱ���¢ȱ�ȱ��Ĵ��ȱ��ȱpsychology; it is also standard economic theory.

The same would apply if people have to work longer hours, or harder and in harsher circumstances, in order to meet their needs. And if this goes together with a depletion of scarce resources, such as fertile land, water and fossil fuels, or by polluting the environment, distorting ecological relations, jeopardizing biodiversity and nature, endangering animal welfare and people’s health, the welfare of a society goes down again.

So, traditional standard economic theory tells us that  ������ȱ��ȱ���ȱ���¢ȱ�ȱ��Ĵ��ȱ��ȱ������ȱ��ȱ����������ǰȱbut also of distribution, personal procurement costs, ������ȱ�����ȱȬȱ ������ȱ��Ě�����ȱ��ȱ������ȱ������ȱ��ȱ���ȱ- and social psychology.

All of this tends to be overlooked in policy making. Partly, this is due to politics itself. Economists, however, should be blamed as well. Somewhere in the 1980s, students of economics have made a decisive turn towards business and management studies, and ę�������ȱ����ȱ����¢���ǯȱ�����ȱ������ȱ���ȱ���������ǰȱboth in research and literature as well as education. ������ȱ����������ȱ���ȱ������ȱ����ȱ��ȱ�Ĝ�����¢ǰȱrationality, risks and the market mechanism were given a dominant place in the economic discourse, to ���ȱ���������ȱ��ǰȱ���ȱ��������ǰȱ�ě����������ǰȱ�����¢ǰȱcommunality and public interests. In the search for a new paradigm in economics, we should be wise to go back to the roots..Conference moderator EBF 2011 Jan Pronk

Page 7: Prospect 5.1

pagina 6 / September 2011 pagina 7 / September 2011

ProspectPreface Editor in Chief 01

Column Chairman 13

Bookreview 14

Faculty News 45

EBF Agenda 48

Headlines

14 Rick Nieman Max van den Berg Jim O’ Neill

08

Inhoud Content

3023 40

Congres ConferencePreface chairman EBF Conference 03

Preface moderator EBF Conference 04

Conference theme: Reboot 06

Academic Day 16

Conference Day 18

Workshops 26

���Ȭ�ěȱ�����ȱ řŖMasterclasses 32

Agenda 34

Alumni 35

Organisation 36

Page 8: Prospect 5.1

pagina 8 / September 2011 pagina 9 / September 2011

Reboot

The recent crisis has revealed the flaws in the current economic

system. It exposed a corporate focus on short-term gains and that

growth continues to be merely expressed in terms of profits,

irrespective of the perhaps devastating consequences. Should the

crisis be considered as an opportunity to establish that

unsustainable growth should no longer be defined as growth?

Nowadays, there is a growing awareness that the decisions we

make today will influence the well-being of many generations to

come. It is believed the time has come for societies to set new

sustainable priorities. How can we ensure a brighter future? What

are the choices we need today, and who are the leaders we need to

guide society into a new future?

Decisions in the Present, Implications in the Future The world as we know it faces significant challenges; millions of people still live on less than a dollar a day, millions of children are still unable to obtain decent education and the differences between the wealthy and the poor are still enormous. What role can corporations and public decision-makers play in tackling these problems? Can corporate social responsibility turn the tide? And if so, can it be left to private parties, or should it be enforced by governments?

Taking one’s responsibility is often viewed as a costly enterprise. However, there are serious opportunities for companies willing to take this path.

Responsible Leadership, Responsible Growth

Consumers care about future well-being and want their products to be produced responsibly. Hence, there are potential gains for those who can meet these demands. But what is this Corporate Social Responsibility, and how can consumer demand be met? There is still significant debate on where the priorities of a responsible company should lie, and the type of management needed to make the right choices. However, it is sure that corporations have little choice. The way we do business will change, either through consumer demands or through government regulations.

The Sustainability Priority

In recent years, the world’s interest in sustainability has skyrocketed. The term ‘sustainability’ is now appearing regularly in headlines and political debates. According to the ��ȱ�����ȱ�������ȱ����¢ȱ�������������¢ȱ��ȱ�� ȱ���ȱ������ȱone priority for CEOs. It appeared that the global economic downturn did not decrease the commitment to sustainability but has on the contrary managed to increase its importance. Notably, eighty percent of CEOs indicated that they find sustainability to be even more important than before the credit crunch.

Sustainability officially refers to the ‘development that meets the needs of the present without compromising the ability of future generations to meet their own needs’.

Conference Congres

Page 9: Prospect 5.1

pagina 8 / September 2011 pagina 9 / September 2011

Though a very elegant formulation, we still need to figure out what this exactly means to our very complex societies and economies. The concept of sustainability is now firmly established and has moved beyond idealism and academia towards political and economic reality. Furthermore, the concept has become more diverse and different aspects of sustainability have emerged.

With public and private initiatives to promote environmental sustainability, it has gained more and more attention. Initiatives such as the Kyoto Protocol and the London Carbon Exchange are examples of public efforts to create a sustainable future, next to numerous private initiatives. Are these efforts sufficient and well-chosen? And if not, what choices should we make to ensure a sustainable future?

The Role of Leadership The crisis exposed that leaders’ decisions may have significant impacts – either socially, economically or perhaps environmentally. The more power a leader has, the larger the implications of his decisions are. Hence, the role of leadership is extremely important.

With new ways of doing business and shaping the economy comes the question whether current forms of leadership are still appropriate for the future.

In order to create a sustainable future, new leadership will need to look at many different objectives and stakeholders. In addition to a larger focus on long-term goals, more attention should be paid to ‘soft’ values such as the environment, employee satisfaction, the well-being of customers and business ethics.

Perhaps a more diverse set of objectives also requires more diverse leadership. Most management boards today consist of only a small part of women and ethnic minorities. People with different backgrounds have different styles of leadership, meaning that a mixed management will work with a mix of leadership styles. Perhaps this mix will enable organisations to deal with a larger variety of issues. Could it be, for example, that a larger share of women in senior management could increase an organisation’s performance on these ‘soft’ objectives?.

Congres Conference

Page 10: Prospect 5.1

pagina 10 / September 2011

Rick NiemanOmgaan met turbulente tijdenAuteurs: Mart Beune en Jan Geschiere

Hebt u de ambitie om elders te gaan werken? Wellicht voor een andere

omroep?

ȁ���ǰȱ��ȱ���ȱ������ȱ����ǯȱ��ȱ���ȱ���ȱ�ħȱ���ȱ���������ȱ��ȱ���ȱ����������ȱ�ħȱ����� ������ȱ���ȱ���ǯȱ��ȱ£ħ�ȱ����ȱ���ȱ��������ȱniet veel ‘switches’ tussen de commerciële en publieke omroepen ���ȱ���ȱ����ȱ��ȱ���� ���£���ǰȱ��� ��ȱ�ħ�ȱ���� ȱǻ�����ȱ��ȱ����ǰȱred.) hier wel een voorbeeld van is. Al met al denk ik dat ik nog  ��ȱ���ȱ�ħ�ȱ�ħȱ���ȱ��ħ�ǯȱ��ȱ����ȱ�ħ�ȱ ���ȱ���£�Ĵ���ȱ����ǰȱ��ȱ�������������ȱ���ȱ��ȱ����ȱ���ȱ�����ħ�ȱ���ǯȂ

��ȱ��ȱ�����ȱ��ȱ����ȱ������ȱ������ħ�ȱ����ȱ�� ���ȱȁ���ȱ��£����Ȃȱ���ȱ���ȱ��ǰȱ���Ğȱ�ħȱ���ȱ���ȱ���ȱ����ȱ����ȱ �����ȱ����������ǯȱȁ���ȱ���� ���£��ȱ���Ğȱ������ȱ�������ȱ���ȱ�������������ȱ���ȱamusementsprogramma’s als ‘De Wereld Draait Door’. Wie het ���� �ȱ�����������ȱ��ȱ����ȱ�������������ǰȱ��� ��ȱ���ȱ ��ȱ���ħ�ȱ���ȱ��������ȱ���Ğȱ����ȱ���ȱ��������ȱ���� ���£��ǯȱ��ȱ��ȱ ��ȱ£�ȱdat wanneer mensen aan RTL denken, ze vaak aan Frits Wester of ���ȱ�ħȱ������ǯȱ���ȱ����ȱ�������ȱ��ȱ����ȱ��ȱ���ȱ�������ħ�ȱ�����ȱ�ħ�ȱ£��ǯȱ���ȱ����ȱ��ȱ���ȱ��ȱ��ȱ�ħ��ħ����ȱ��ȱ��ȱ ���������ǰȱ��£�ȱ£ħ�ȱ��ħ ��ȱ���ħ�ȱ����ǯȂ

���ȱ�ȱ���ȱ�����ȱ������ħ����ȱ������ȱ�����ȱ���ȱ���ȱ���ȱ ��� ���ȱ����ȱ�ȱeruit ziet?

ȁ�ħ�ȱ ��� ���ȱ�ħȱ���ȱ£���ȱ��ȱ��ħȱ��������������ȱ���ǰȱ���ȱ����ȱomdat RTL gewoonweg een nieuwsfabriek is waar structuur nodig is. Ik presenteer zes dagen, dan acht dagen niet en vervolgens weer zes dagen wel. Deze dagen lopen van maandag ���ȱ��ȱ���ȱ£�������ǯȱ��ȱ��������ȱ���ȱ���� �ȱ���ħ�ȱ£�ȱ����£������ħ�ȱ��ȱ������ȱ�����ħ�ȱ��ȱ�������ǯȱ��ȱ��ȱ������ȱ ��ȱ���ȱverschil tussen de nieuwsuitzendingen.

Rick Nieman is journalist voor RTL Nederland en anchorman van RTL Nieuws.

���ȱ�ȱ��ȱ���ȱ����ȱ����ȱ���������ȱ����ȱ� ȱ�����¸��ȱ��ȱ���ȱ�ȱ�ħȱ���ȱNederland terecht bent gekomen?

ȁ���ȱ�����ȱ��ȱ���ȱ ����ȱ��ȱ��ȱ����������ȱ �����ǯȱ��ȱ����ȱ���ȱ�ħ�ȱ�������������ȱ����ȱ����ȱ�������ȱ��ȱ���Ğȱ�����ǰȱ�����ȱ�ħ�ȱ�������ȱ����ȱ���ȱ��������ȱ����ȱ���������ȱ�����ȱ��ȱ���ȱ���� �ǯȱ�ħ�ȱ���������ȱ��ȱ�������������ȱ��� �������ȱ£���ȱ������ȱ����ȱ�ħ�ȱ� ������ǯȱ����ħ��ȱ�������ȱ��ȱ����ȱ����ȱ��ȱ�����������ǯȱ��ȱafronding van de middelbare school ben ik gaan studeren in de Verenigde Staten, waar ik hoofdredacteur was van de universiteitskrant.

�������ȱ�����ȱ���ȱ�ħ�ȱ���������ȱ������ȱ��ȱ�����ȱ����ȱ���������ȱ��ȱ����ȱ���ȱ��ȱ����ȱ��ȱ����ǯȱ��ȱ ����ȱ����ħ����ȱjournalist worden voor de NRC, Elsevier of Volkskrant. ���������ħ�ȱ�����ȱ��ȱ��� ����ȱ���ȱ���ȱ�����������ȱ���ȱ���ȱ������������������Ȃ�ȱ�����������ǯȱ��ȱ�������ȱ���ȱ£����ħ�ȱprogramma wat ik erg leuk vond. Het was vooral een spannende �ħ�ȱ����ȱ��ȱ��� ������ȱ���ȱ������ȱ���ȱ����ħ��ȱ������ȱ����ȱvorm kreeg. Al snel werd het programma gekocht door de ���������ȱ�����ǰȱ �����ȱ���ȱ����ħ�ȱ���������ȱ���ȱ���ǯȱ��ȱ�ħ�ȱŘś�ȱ �����ȱ��ȱ���ȱ������ȱ����ȱ���ȱ��ȱ������Ƿ

�� ��ȱ�ħ�ȱ�ħ�ȱ�ħȱ���ȱ���ȱ����ȱ ��ȱ������ȱ��ȱ�����ȱ����ȱNederland om daar algemene verslaggeving te gaan doen. ���������ȱ���ȱ��ȱ�� ����ȱ����ȱ��������ȱ��ȱ ���ȱ��ȱ�����ȱŗşşśȱvoor RTL, al zestien jaar lang dus.’

ȃ�ħȱ�����������ȱ���������ȱ��ȱ���” ����ȱ������ȱ��ȱ����ȱ������ħ�ȱ��”

maken wat er aan de hand is”

Headlines Kopstukken

Page 11: Prospect 5.1

pagina 10 / September 2011

Page 12: Prospect 5.1

pagina 12 / September 2011 pagina 13 / September 2011

Zo onderscheidt het half acht nieuws zich van andere ���£��������ȱ�����ȱ �ȱ���ȱ��ȱ� �����ȱ�������ȱ£�ȱ������ħ�ȱ�����ħ�ȱ��������ȱ����ȱ��ȱ£�Ĵ��ȱ ��ȱ��ȱ���ȱ���ȱ�������ȱ��ȱ��ȱ��ȱ �����ǯȱ���ȱ����ȱ�����ȱ���ȱ�����ȱ���ȱ�ħ�ȱ���ȱ����ȱ��ȱ�ħ�ȱ���Ğȱ��ȱ����ȱ���ȱ���� �ȱ��ȱ����ȱ£�Ĵ��ǯȱ

��ȱ��������ȱ���ȱ����ȱ����ȱ���� �ȱ������ȱ£�ȱ����������ħ�ȱ�����ħ�ȱ��ȱ�����ǯȱ�������ȱ£�����ȱ��ȱ�ħ���ȱ �ȱ�������ȱ����ȱ���ȱ���� �ȱ��ȱ��ȱ�������ħ����ȱ��ȱ������������ȱ���������ȱ��ȱvinden en die samen te voegen voor het journaal. De uitdaging is ��ȱ���ȱ���� �ȱ������ħ�ȱ��ȱ�����ȱ����ȱ��������ǯȱ�������ȱ����ȱhet niet te specialistisch worden. We proberen de essentie van de gebeurtenissen te zoeken en een balans te vinden tussen ����������ȱ��ȱ �������ǯȱ���ȱ��ȱ���������ħ�ȱ���ȱ���������ȱ�ħȱ���������ȱ��ȱ�����������ȱ���������ȱ ����ħȱ���ȱ����ȱ������ȱ��ȱ��ȱ��ȱ���ȱ����ȱ�ħ��������ȱ������ħ�ȱ��ȱ�����ȱ ��ȱ��ȱ���ȱ��ȱ����ȱ��ǯ

In de periode van acht dagen tussen het nieuws lezen in doe ik ��������ȱ������ȱ������ȱ£����ȱ������ȱ����ħ���ȱ��ȱ �����ȱ���ȱ�����ȱprogramma’s. Ik heb twee boeken geschreven waarvan één over het nieuws en één over managamentgoeroes. Ik verkeer in de buitengewoon luxe positie dat ik zelf heel veel mag indelen ������ȱ�ħ�ȱ ���ǯȱ��ȱ�����ȱ��ȱ�����ȱ���ȱ���ȱ����ȱ�������Ȃ�ȱ��ȱoktober met een achtdelig praatprogramma waar ik zelf heel veel voor doe. Ik nodig hiervoor op eigen initiatief een aantal gasten uit. Een ander voorbeeld komt uit 2008, toen ik voor de Amerikaanse verkiezingen naar Amerika ben gevlogen om daar bekende Nederlanders op te zoeken om hun mening over de ������£�����ȱ��ȱ������ǯȱ��ȱ��ȱ�����ħ�ȱ��ȱ��ȱ�����ȱ�ħ�ȱ��ȱ������ȱindelen.’

Over uw managementgoeroeboek gesproken; wanneer spreek je van een

����������������ǵȱ��ȱ��ȱ���ȱ�����ȱ��ę�����ǵ’Dat is echt een hele goede vraag! Ik denk dat er geen vaste ��ę�����ȱ��ǯȱ ħ�ǰȱ�������ȱ������ȱ���ȱ�������ȱ������ȱ��ȱ������ȱ �����ȱ������ȱ ������������ħ�ȱ ���ȱ��������ȱ��ȱ���ȱ����������ȱdoorgegeven aan studenten en managers. Als veel mensen deze denkbeelden overnemen en toepassen wordt er vaak gesproken over een managementgoeroe.

Leren jullie nog steeds Porter’s theorieën? Ja? Zie je! Dit is een voorbeeld van wanneer je iemand een managementgoeroe zou ������ȱ������ǰȱ���ȱ£ħ�ȱ�����������ȱ��ȱ�����ȱ���ȱ������ȱgebruikt worden.

��ȱ���ȱ�����ȱ����ȱ���������ȱ���ȱ������ȱ���ȱ��ȱ�����ħ�ȱ��Ê������� �ȱ£����ȱ�������ǰȱ����ȱ������ȱ��ȱ���ȱ������ǯȱ�ħȱ������ȱ������ȱ���ȱ��ȱ�����ħ�ȱ���������ȱ��ȱ��£�ȱ����������ȱ���������ǯȱHuidige managers en ondernemers kunnen hier nog veel van �����ǯȱ��ȱ£ħ�ȱ����ȱ�������������ȱ������ǰȱ£����ȱ�ħȱ���ȱ������ǰȱ�ħȱzegt dat je moet doen wat je leuk vindt, ‘follow your passion’. ��������ȱ���ȱ���ȱ���£�����ǰȱ����ȱ��ȱ�����ȱ��ȱ���ȱ �����ȱ�ħ��ȱniemand het doet. Als je iets doet wat je leuk vindt, kom je in een ȁĚ� Ȃȱ�������ǯȱ��ȱ����ȱ���ȱ��ȱ��ȱ���ȱ������ȱ���ȱ������ǰȱ�����ȱ��ȱ�Ĝ��º����ȱ���ȱ �����ǯȱ��ȱ��ȱ������ǰȱ������ħ�ȱ���ȱ���ȱ���ȱ����ǰȱmaar iedereen weet dat het waar is.’

������ħ�ȱ£���ȱ�ȱ�������ȱ���ȱ�����������������ȱ������ȱ£ħ�ȱ���ȱ����ȱsimpels durven uit te dragen?

’Ja, dat denk ik wel. Dit zegt Ben Tiggelaar ook in het voorwoord ���ȱ�ħ�ȱ����ǯȱ����ȱ������ȱ£ħ�ȱ��ȱ�����ȱ�������ȱ������ǰȱ���ȱ�����ȱ���ȱ����ȱ��ȱȁ�����ȱ������ȱ��ȱ�����¢ȱ�ě������ȱ������Ȃȱ���ȱ�������ȱ����¢ǯȱħȱ���Ğȱ���ȱ���ȱ��ȱ������ħ�ȱ£�����ȱ�����ħ�ȱ��£��ȱ£��ȱ������ȱ£ħ�ȱ���ȱ£����ȱ���ȱ��ȱȁ������ȱ��ȱ�������ħ�Ȃȱ��ȱȁ�������ħ�ȱ����ȱ����ȱ������Ȃȱ£ħ�ǯȱ��ȱ��ȱ�����ħ�ȱ ����ȱ���ȱ������ǰȱ�����£���ȱ������ȱ��ȱ������ȱ�ħ�ȱ� ħ�ȱ£ħ�ȱ���ȱ£����ȱ���ȱȁ������ȱ����ȱ����ȱ�������ħ�Ȃȱ£ħ�ǯȱ������ȱ£ħ�ȱ����� ������ȱ����ȱ����ȱ��£��ȱ���ȱ��ȱ�������ħ��ȱ£����ǰȱ��������ȱ������ȱ����ȱ����ȱ����ȱ��ȱ�ħ�ȱ����ȱ����������ȱ���ȱ ���������ȱ��ȱ������������ȱplanning.’

���ȱ���ȱ�ě���ȱ����ȱ������ȱ������ȱ �����ȱ���ȱ��ȱ�����ȱ���ȱ������ȱ�����ǵȁ��ȱ����ȱ���ȱ ��ǰȱ��� ��ȱ��ȱ����ȱ��������ȱ��ȱ���ȱ����ħ�������ȱ£��ǯȱ��ȱ����ȱ���ȱ������ȱ����ȱ����ȱ��ȱ�����ȱ£ħ�ȱ��ȱ������ȱ��ȱ��ȱ������ȱ����ȱ ��ȱ£�ȱ�������ħ�ȱ������ǯȱ��ȱ£��ȱ���ȱ��������ȱ��ȱ���������ħ���ȱ���ȱ���ȱ���������DZȱ����ȱ������ǯȱħȱ£���ȱ���ȱ��ȱ����ȱ����ȱ����ȱ����ȱ��ȱ��ȱ����ȱ��������ȱ��ȱ��������ȱ��ȱ£ħ�ǯȱ��ȱ��ȱ£����ȱ ������������ħ�ȱ�����£���ȱ����ȱ������ǰȱ���ȱ��ȱ���������ȱ���ȱ��ȱ���ȱ�����ȱ������� ���£ħ�ȱ����ȱ���ȱ�� ���ȱ��������ǰȱ���ȱals je niks doet. Hier komen vaak de meeste creatieve ideeën uit.

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Dit is ook de reden dat je na een brainstormsessie niet direct een besluit moet nemen, maar alles eerst moet laten bezinken. Vaak �����ȱ��ȱ�����ȱ����º�ȱ����ȱ����������ǯȱ�ħ�ȱ���ȱ��ȱ��ȱ��ȱ�ħ�ȱ��ȱ�����ȱ����ȱ��ȱ���ȱ�������ȱ�����Dzȱ����ȱ��ȱ�����ȱ��������ȱ��ħǯȱ���ȱ£ħ�ȱ��������ȱ�¡�����ȱ����������ȱ�����������ȱ���ȱ��ȱ������ȱmanagers niet toepassen.’

Wie is uw grote managementgoeroe voorbeeld?

ȁ��ȱ����ȱ����ȱ���ȱ���ȱ�������ȱ����¢ȱ��ǯȱħȱ��ȱ����ȱ����ȱ��ȱ£ħ�ȱ���������ȱ��ȱ�������ħ�ȱ����������ȱ��ȱ£ħ�ȱ�����������ǯȱ��ȱ����ȱ���ȱ£ħ�ȱ���������ȱ��ǰȱ��ȱ���ȱ�����ȱ������ħ�ȱ����ȱ����ȱ�������ȱ���ȱ�ħ�ȱ����ǰȱ���ȱ��ȱ��ȱ�����ȱ�����ȱ����ȱ������ǯȱ���ȱ�ħȱdenkt dat iets goed is en je hebt het goed overdacht, doe het dan gewoon! Je moet vasthouden aan je eigen koers om succesvol te worden, ondanks dat sommige mensen wat anders beweren.’

Kunnen we hieruit concluderen dat Stephen Covey de perfecte leider is?

ȁ���ȱ����ȱ��ȱ�����ħ�ȱ��ȱ£�����ǰȱ��ȱ ���ȱ�����ħ�ȱ����ȱ��ȱ��ȱ��������ȱ������ȱ�������ǯȱ��ȱ��ȱ ��ȱ£�ȱ���ȱ��ȱ����ȱ���ħ�ȱ��ȱ�����ȱ���Ğȱ��ȱ������ǰȱ��ȱ�����ȱ�����ȱ������ȱ��ȱ���ȱ£�ȱ�������ħ�ǯȱ ��ȱ��ȱ���ȱ����ȱ���������ǯȱ�ħȱ£ħ�ȱ��ȱ��£��ȱ���ȱ��������������ȱ��ȱ���ȱ���������ȱ���ȱ���ȱ�������ǯȱ���ȱ����ȱ���������ħ�ȱ�������ȱ£ħȱ���ȱ������ȱ��£��ȱ£ħ�ȱ��ȱ��ȱ�������ȱ����ȱ��ȱ����ȱ�����������ȱ���ȱ����ȱ���ȱ��ȱ� ��������ȱ��� ȱ����ȱ���£�Ĵ���ȱ����ȱ����ȱ �����ȱgekocht. KPN kocht deze frequenties omdat iedereen het deed. ��������ȱ��£���ȱ������ȱ£�ȱ��ȱ��� ��ħ��ȱ�������ȱ���ȱ�������ȱ�����ȱ��ȱ�ħȱ�������ȱ����ȱ�����ȱ������ȱ£��ǯȂ

��ȱ���ȱ���ȱ��ȱ����������ȱ���ȱ���ȱ�����ȱ������ȱ������ȱ��£�Ĵ��ǵȱ��ȱ�����ȱweg volgen?

‘Nee, ik denk niet dat het in elke situatie een goede leiderschapseigenschap is, omdat er ook een bepaald risico aan vast zit. Als leider moet je juist goed luisteren en niet alleen je eigen koers volgen. Zoals Deepak Chopra zegt: luisteren is ��������ǰȱ�������ȱ��ȱ������ȱ ��ȱ��ȱ���Ğȱ�����ȱ��ȱ ���������ǯȱ���ȱ����ħ�ȱ��º���������ȱ������ȱ ����ȱ�ħ�ȱ��£����ȱ����� ������ȱ����ȱmeer. Je moet je werknemers kunnen inspireren.’

Is je eigen weg volgen dan meer een eigenschap voor ondernemers?

‘Ja, ik denk van wel. Als je zeker weet dat men zit te wachten op

��ȱ�������ǰȱ��ȱ��ȱ���ȱ����ǯȱ���������������ȱ��ȱ������ħ�ȱ���ȱ����£���ȱ��ȱ��ȱ�����Ğ�ȱ���ȱ��ȱ���������ǯȱ��ȱ��ȱ���ȱ� �����ȱvan vallen en opstaan. Het verschil met leiderschap is dat je als leider moet luisteren naar je werknemers en hiervoor ook open ����ȱ�����ǯȱ��ȱ��ȱ�������ȱ���ȱ�������ȱ���ȱ�����������ȱ£ħ�ȱ����ȱsucces hebben, omdat hun werknemers het durven te zeggen als het niet goed gaat. Wanneer een leider zeer hiërarchisch is durven de meeste werknemers de baas niet tegen te spreken. Zulk leiderschap is een tekortkoming geweest in het ����ħ�������ȱ��ȱ���������ȱ�������ǰȱ���������ȱ£����ȱ���ȱ���ȱ��ȱredenen dat de economische crisis is ontstaan.

������ȱ���������Ĵ����ȱ����ȱ�����������ȱ��ħ���ǰȱ£����ȱ��ȱ �������ȱ����ȱ�����������ȱ��ȱ������ȱ���ȱ����ħ�ǵȱ��ȱ ����ȱ���ȱ�������������ȱdoor het glazen plafond voor vrouwen en minderheden?

‘Ten eerste ben ik ervan overtuigd dat er meer diversiteit moet �����ȱ��ȱ��ȱ���ȱ���ȱ���ȱ����ħ�������ǯȱ���ȱ���������ȱ���ȱ��ȱ�������ȱ�������ȱ��ȱ��ȱ£���ȱ��ȱ��ȱ��������ȱ���ȱ���ȱ������ǯȱħȱ����ȱ����ȱ�����������ȱ£ħ�ȱ�����Ȭ���������ȱ£���ǰȱ��ȱ����������ȱ����ȱ����ȱallemaal foto’s te laten zien van Raden van Bestuur van grote �������������ǯȱ��ȱ£ħ�ȱ��������ȱ������ȱ������ȱ���ȱ�����ȱ��ȱŚśȱ����ǯȱ�ħ��ȱ�������ȱ£��ȱ��ȱ���ȱ���� ȱ��ȱ����������ȱ��ȱ��ȱ���ȱ���ȱ���ȱ����ħ�ǯȱ���ȱ����ħ�ȱ���ȱ��������ȱ���ȱ���ȱ������ȱ����ȱ�������ȱ����ȱ������ȱ���� ȱ��ȱ��ȱ����ȱ���ȱ�������ǯȱ���ȱ��� ħ�ȱeen overgrote meerderheid van de producten door vrouwen wordt gekocht. Dit is toch te gek voor woorden?

Of dit een gevolg is van het glazen plafond weet ik niet. Naar �ħ�ȱ������ȱ��ȱ��ȱ��������ȱ���ȱ������ȱ����ȱ����ȱ����ȱ������ǰȱ�����ħ�ȱ���ȱ��ȱ���ȱ�����ȱ����ȱ����ǰȱ��ȱ���ȱ����ȱ����ȱ�ħ��ȱ��ȱ���ȱ��ȱ�ħȱ���ȱ��������ȱ£��ǯȱ����ȱ������ȱ£ħ�ȱ����ȱ��������ȱ��ȱ���ȱ��ȱbereiken en willen hier veel voor opgeven. Soms werken mannen over alleen om de indruk te wekken dat je ervoor wilt gaan, ��� ħ�ȱ���ȱ ���ȱ������ȱ��ȱ��ǯȱ��£�����ȱ�����ȱ����ȱ���ȱ�ħ ����ȱ���ȱ��ȱ��ħ���������������ǯȱ���ȱ��ȱ���ȱ��������ȱ�������������ȱom te netwerken. Vrouwen hechten hier minder waarde aan en zouden eerder naar huis gaan om voor de kinderen te gaan zorgen. Dit zit in de natuur van vrouwen, maar veroorzaakt �����ħ����ħ�ȱ���ȱ�����ȱ��������ȱ���ȱ���ȱ£���������ȱ���£��ȱplafond, denk ik.’

“Tom Peters laat heel sarcastisch” £ħ�ȱ�����Ȭ���������ȱ£���ǰȱ��”

vervolgens foto’s te laten zien” van Raden van Bestuur”

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Over diversiteit gesproken, in uw boek over managementgoeroes worden

geen vrouwen geïnterviewd. Wat is de reden hiervan?

ȁ���ȱ����ȱ����ȱ������ȱ���ȱ���ȱ�ħ��ǯȱ���ȱ����ȱ���������ħ�ȱ�������ȱ���� ��ȱ������ȱ������������ȱ£ħ�ǰȱ ��ȱ ��ȱ���ȱ��������ȱ��ȱ��ȱ���ȱ����������������ȱ��ȱ �����ǯȱ������ȱ������ȱ���ħ�ȱ��ȱ������ȱ���ȱ������ȱ����ȱ��ȱ�����ȱ���ȱ������ħ�ȱ�����ǯȱ���� ��ȱ������ȱdat wellicht ook wel, maar laten dit niet zo horen. Een kenmerk ���ȱ�����������������ȱ��ȱ���ȱ£ħȱ£�����ȱ�������ȱ��ȱ ����ȱ���ȱ���ȱ£��ǰȱ���ȱ£�����ȱ���� ��ȱ����ȱ����ȱ����ǯȱ�������ħ�ȱ£ħ�ȱ��ȱ ��ȱ���ȱaantal vrouwen te noemen die niet hadden misstaan in het boek, maar niet iedereen die je zou willen interviewen doet een toezegging hiervoor, helaas.’

��ȱ��ȱ��ȱ����ȱ��ȱ���ȱ�����ȱ�������ħ�ȱ����� ���ǰȱ ��ȱ��ȱ��ȱ���ȱ���ȱleiderschap in het bevorderen van duurzaamheid?

ȁ��ȱ����ħ�ȱ��ȱ£ħ�ȱ��ȱ����£�������ȱ���ȱ������ȱȁ���Ȃȱ��ȱ���������ȱ�������ǰȱ���������ħ�ȱ�����ȱ���ȱ������ȱ ���ǯȱ��ȱ ��ȱ����ȱ����ħ���ȱ�������ħ���ȱ��ȱ��ȱ���������ȱ���ȱ��ȱ����£���ȱ��ȱ£ħ�ǰȱ��� ��ȱ�������ȱ������ȱ ���ȱ£�����ȱ���ȱ��ȱ����£���ȱ����ȱ£ħ�ȱom te overleven. Je ziet wel dat de duurzame initiatieven weer ��������ǰȱ����ȱ�������ȱ�ħȱ �����ȱ£�ȱ����ȱ���ħ�ȱ�����ȱ���������ǯȱIk ben van mening dat het cruciaal is dat alles wat je doet moet ������ȱ�ħȱ��ȱ����ħ���������ǯ

����£�������ȱ����ȱ���������ȱ���ħ�ȱ���������ȱ����ȱ��������ȱ���ȱ��ȱ����ħ�ǰȱ£����ȱ���ȱ��ȱ��ȱ����ȱ���ȱ����ȱ���������ǯȱ���ȱ������ȱ����ȱje zoeken naar de optie die het meeste oplevert. Wanneer dit de duurzame manier is, kies je vanzelfsprekend daarvoor. Als de duurzame manier niet direct de beste optie is, moet je een ���� �����ȱ�����ǯȱ���ȱ����ȱ���������ȱ��ȱ��������DZȱ����ȱ������ǰȱ��ȱ�������ȱ���ǰȱ£��ȱ��ȱ���ȱ������ȱ�������ȱ���ȱ��������DZȱȁ�ħȱ����ȱ����ȱ���ȱ���ȱ�����������ȱ���ȱ������ȱ ����ȱ��ȱ�ħ���������ȱ�����ǯȱMensen vragen zich wel eens af waarom. Het antwoord hierop is ��ħȱ������ǯȱ���ȱ����ȱ���������ȱ���ȱ ħȱ��������ȱ������ȱ��ȱmaken met water. Producten als thee en shampoo hebben schoon water nodig om gebruikt te worden.

Als mensen geen schoon water hebben, dan kopen ze onze ���������ȱ���ȱ����ǯȱ��ȱ��£�ȱ������ȱ����ȱ ħȱ����ȱ�����ȱ����ȱ��ȱ������ȱ��ȱ�����ǰȱ����ȱ�����ħ����ħ�ȱ���º���ȱ ħȱ��ȱ �����ȱ���ȱ����ȱ��������ȱ�����ȱ��ȱ���������ȱ��ȱ ��ȱ��£�ȱproducten koopt.’ Ik vind dit een geweldig voorbeeld van hoe ����£�������ȱ£��ȱ������ȱ �����ȱ���������ȱ��ȱ���ȱ����ħ�ǯȱDaarnaast vind ik Polman een goed voorbeeld van modern �����������ǰȱ�ħȱ��������ȱ����ȱ����ȱ£ħ�ȱ ���������ȱ��ȱ��ȱ����ȱ��ȱdirectief. Een balans tussen luisteren naar je werknemers en directief leiderschap is cruciaal voor het succes van een ����ħ�ǯȂ

��ȱ�ħ��ȱ�ȱ����ȱ���������ȱ���ȱ������ȱ����ȱ����ȱ���ȱ������ȱ�������ȱ£ħȱ��ȱ�����������������ȱ������������ȱ£����ȱ���ȱ�����������ȱ���ȱ���ȱ�������ǵȱ��ȱ���ȱ�ħ��ȱ�ȱ���ȱ�����ȱ��ȱ����������������ǵ‘Ik vind het goed dat studenten zichzelf ontwikkelen door het uitoefenen van nevenactiviteiten. Dit betekent vaak wel dat er wat langer over de studie wordt gedaan. Hoewel ik niet per ��ę�����ȱ����ȱ��ȱ����������������ȱ���ǰȱ����ȱ��ȱ��ȱ�����ȱ ��ȱ��ȱ�������ȱ��������ǯȱ��ȱ����ȱ�����ħ�ȱ����ȱ������ȱstudenten tegen die helemaal niks doen, geen enkel initiatief tonen of niet eens proberen om wat van de studie te maken. Voor deze studenten vind ik de boete goed. In jullie geval zou ��ȱ���ȱ�������ȱ�¢�����ȱ��� �����ȱ£����ȱ��ȱ ��ȱ�¡���ȱ�ħ�ȱ����ȱ��ħ���ȱ����ȱ��ȱ������ǯȱ��ȱ������ ������ħ�����ȱ����ȱ����������ȱ���ȱ��£�ȱ�¡���ȱ�������ħ�ȱ����ȱ �����ȱ����������ȱ�ħȱ��ȱ��������������ȱ��ȱ�����������ȱ£���ǰȱ���ȱ������ħ���ȱ������ȱ��ȱ������ħ��ȱ��������ǯȱ�������ȱ�ħȱ��ħ�ȱ��ȱ������ȱ����ȱ������ȱstudenten die meer durven te ondernemen, wanneer ���������ȱ£���ȱ�ħ����ȱ���ȱ������ȱ��� �������ȱ����ȱ���ȱorganiseren van activiteiten.’.

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��ȱ����ȱ�����ȱ��ȱ���ȱ�����ȱ�����ȱ���ȱ����ȱ���������ȱ��ě�������ȱbetween politicians. In Europe, countries do not agree upon the future of Europe and whether or not Europe should have one ę�������ȱ�����¢ȱǻ����ȱ ����ȱ�������ȱ��������ȱ�����Ǽȱ��ȱ����ȱ���¢ȱshould continue on the path they are on right now. ��ȱ���ȱ������ȱ������ȱ�����ȱ���ȱ�����������ȱ��ě�������ȱ��� ���ȱrepublicans and democrats about budget cutbacks and the role of the government in the economy. But all this is not new. Political ��ě�������ȱ����ȱ����ȱ��ȱ���ȱ����ȱ���ȱ����ȱ��ȱ���ȱ����ȱ���ȱpoliticians would come to terms. But it seems that these days it is ��Ĵ���ȱ������ȱ���ȱ������ȱ���ȱ����ȱ��ȱ����ȱ��ȱ�����ȱ��ȱ��ě�����ȱsubjects. You could say that the world of politics is polarising and public opinion is becoming even more divided.

But there is light at the end of the tunnel. For one, the President of France and the Chancelor of Germany made a joint statement stressing the necessity to fully implement the decisions made by ���ȱ�������ȱ��ȱ���ȱ��ȱ��ȱ���¢ǯȱ���ȱ����ȱ��ȱ���ȱ������ȱ������ȱ��Ğȱwing democrats and conservative republicans came to an accord regarding the debt crisis.

���ȱ��ȱ����ȱ����ȱ����ȱ��ȱ���ȱę���ȱ����ȱ��ȱ���ȱ�����ȱ���������ȱ���ȱ����ȱpoliticians come back from their summer holidays (even if they stayed home) recharged and open minded and start showing the responsible leadership necessary in times like these. Because there is still an economic storm on the horizon which will require a fast, decisive and sustainable solution!.

Summertime has arrived! For most people this means holidays, nice weather and no stress. A nice and calm period to recharge ���ȱ��Ĵ�����ȱ���ȱ���ȱ������ȱ¢���ǯȱ����ȱ��ȱ�������¢ȱ����ȱ���ȱ����ȱfor most politicians in Europe. They are enjoying their summer holidays away from the problems at home. On the other side of ���ȱ�����ȱ��ȱ��ȱ�ȱ��ě�����ȱ����¢ȱ ���ȱ��ȱ���������ȱ��������ȱ��ȱ��ȱ����ȱ�����ȱ���ȱ����ȱ�������ǰȱ���¢ȱ�����ȱ���ȱ�ě���ȱ��ȱ��ȱ��ȱholiday.

In Europe we are currently dealing with the debt crisis. Some countries are on the verge of default and other countries are coming closer to needing help as well. Meanwhile, politicians in ���ȱ������ȱ������ȱ �����ȱ�����ȱ���ȱ�����ȱ��ȱ����ȱ��ȱ�����ȱ�����ȱ�������ȱ���ȱ����ȱ�������ȱ���ȱ���ȱ��������¢ȱ��ę���ȱ����������ǯȱEventually agreeing upon a bill which was signed into law on the second of August, the day America would have to borrow more money to pay their bills according to the Treasury Department of ���ȱ������ȱ������ǯ

These days are busy times for politicians, so no nice calm ������¢�ȱ���ȱ���ȱ�����������ǰȱ��ȱ����������ȱ���ȱ��Ĵ�����ȱ��ȱ�����ȱholiday homes! Work has to be done. As said the Americans  �����ȱ��������ȱȱ��ȱę¡ȱ�����ȱ����ȱ��������ǯȱ��ȱ����ȱ����ȱ��ȱ���ȱocean a lot of politicians also traded in their summer holiday resort for the comforts of home either to work on the current problems in Europe or to stay home just in case things would go wrong.

But according to some economists the problems are severe but ���ȱ����ȱ����ȱ��ȱę¡ǰȱ��ȱ����ȱ�����ȱ��ȱ���ȱ�����ǯȱ��ȱ�ȱ������ȱ�����ȱTV program, Nieuwsuur, the Dutch professor International ���������ȱ��ȱ���ȱ���������¢ȱ��ȱ���������ȱ� ����ȱ���ȱ�ħ�������ȱ������ȱ���ȱ��������ȱ��ȱ�������ȱ���ȱ���ȱ�����������¢ȱunsolvable, but that the political atmosphere has been poisoned by two sides not willing to give in. Also, American economist Joseph Stiglitz agrees upon this. In an article in the Financial �����ȱ��ȱ������ȱ����ȱȁ��Ȃ�ȱ���ȱ�ȱ��Ĵ��ȱ��ȱ���������ȱ���ȱ�ȱ��Ĵ��ȱ��ȱpolitical will’. So if the economists agree upon the fact that the problems are serious but that they can be managed, what is the problem?

Political or economical crises?Author: Joram Kok

Column Chairman

Persoonlijk Personal

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Having great analytical skills, an eye for detail and the ability to work under pressure are all great skills to possess as a business person. But unfortunately there is no such thing as a ‘one man army’. Teams are needed if a person wants to succeed in today’s fast paced and information-heavy world. Therefore, a leader will have to communicate his ideas and insights. If this is done poorly, it will affect team performance and overall results will deteriorate. There lies a competitive edge in communication, but only few know how to access this.

The book ‘Inspire Persuade Lead: Communication secrets of excellent leaders’ can be seen as a guidebook for people who carry the responsibility of being a leader. �����ȱ���ȱ������Ȃ�ȱȁ���ȱ������������ȱ��ȱ����������ȱcommunication’, the book gives insights into many different tools and tricks used by experienced leaders. Each chapter is dedicated to one of the commandments and thus covers one of the topics. For example, topics such as the skill to ‘disarm upfront’ are explained with a lot of wit, and the reader is provided with very specific but also familiar examples. This makes it rather easy to identify with the topic presented and facilitates a very interesting and pleasant read.

The author uses stories of successful leaders in their professional environment to provide practical examples for all the commandments presented. These stories, combined with clever analogies, open a window into the world of communication that provides a lot of practical information. They show both the pitfalls and remedies that most upcoming leaders are oblivious to and that are usually only discovered through practice. This makes the book an excellent recommendation for young professionals who are setting their first steps into the corporate world.

All in all, this book covers most that there is to know about practical leadership communication, and it does so in a humorous way. With just over 120 pages it is a rather quick read, but it is also one of those books that will stick in the back of your mind. After reading the book I started recognizing situations in my own life that are remarkably familiar to those mentioned in the book, proving its practicality..

Inspire, Persuade, Lead - Paul BatzCommunication secrets of excellent leaders

������DZȱ����ȱ��Ĵ�����Number of pages: 160Publisher: Beaver’s Pond PressISBN: 9781931646246

Bookreview

In Depth Verbreding

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Business en competitive intelligence (B&CI) is de beste manier om in te spelen

��ȱ�������������ȱ��ȱ��ȱ�¡�����ȱ�������������ȱ���ȱ���ȱ����ħ�ǯȱ���ȱ��ȱ���ȱconsistente relatie tussen intelligence management en strategisch management

te leggen en om concurrenten en potentiële concurrenten goed in de smiezen

��ȱ������ǯȱ�������ǰȱ���ȱ �ȱ������ȱ���¸��ȱ���������ȱ������ȱ�������ǯȱħȱ������� �ȱ�ǭ��ȱ�����ħ�ȱ���ȱ�·�ȱ�����������������ȱ���ȱ��ȱŘŗ�ȱ��� ǯ

�ǭ��ȱ��ȱ���ȱ��£����ȱ��ħ���ȱ��ȱ������ȱ��ȱ������������ȱmarktomstandigheden. Het gaat om het verzamelen, opslaan, interpreteren en analyseren van informatie over relevante aspecten in de externe omgeving van de organisatie. Karakteristieken hierin £ħ�ȱ�������������ǰȱ������������ȱ��ȱ�������������������ǯȱ�ǭ��ȱ��ȱ£���ȱis een nogal breed en vaag concept. Rodenberg doet er daarom goed ���ȱ��ȱ���ȱ�������ȱ������ħ�ȱ��ȱ������������ȱ���ȱ��£�����ȱ���ȱ������ȱmanagementconcepten of -theorieën als ‘knowledge management’ ��ȱ�����������ȱ����������ǯȱ������ȱ ����ȱ������ħ�ȱ����������ȱ���ȱ�ǭ��ȱ£� ��ȱ���ȱ�������ȱ���ȱ���ȱ������ȱ���ȱ£ħ�ǯȱ�ǭ��ȱ��ȱ���ȱ�������ȱin de vorm van markt- en concurrentiestudies en als proces betekent het de implementatie van B&CI als een zelfstandige functie binnen de organisatie.

���ȱ����ȱ��ȱ��������ħ�ȱ��ȱ��£��ȱ��ȱ���ȱ�����ȱ���ȱ�����ȱ���������ȱ���ȱ�������ȱ��ȱ�����ħ�ǯȱ���������ȱ��������ȱ����ȱ�����������ȱ���ȱ���ȱ��������������ȱ����ħ�������ǯȱ���ȱ ����ȱȱ���� ������ȱ���ȱ��� ħ£�����ȱnaar en quotes uit werken van bekende managementwetenschappers als Gary Hamel, Michael Porter en Peter Drucker. Toch komt ���������ȱ��ȱ���ȱ����ȱ�������ħ�ȱ�����������ȱ����ǯȱ����ȱ���ȱ��ȱ������ȱ���ȱ��ȱ����ħ�������ħ�ȱ£ħ�ȱ�����ħ�ȱ�� ���ȱ£ħ�ȱ�����ȱ����������ǯȱ����ȱ�������ȱ���Ğȱ���������ȱ��ȱ�������ȱ��ȱ��ȱ���ȱ����ȱ���ȱ����ȱ����ȱ

����ȱ··�ȱ������ȱ���Ğǰȱ����������ȱ��ȱ��ȱȁ ħȂȬ����ȱ��ȱ����ħ���ǯȱ������ȱRodenberg: u bent de koningin niet…

�������ȱ���ȱ�����ȱ���ȱ ��ȱ������ȱ�ħ�ȱ���ȱ���������ȱ����ȱ��������ȱ���Ğȱ��ȱ���ȱ����ħ�������ǯȱħȱ��ȱ�����ȱ����ȱ��������ȱ�������ȱ�ħȱ���������ȱ�������ȱǭȱ����������ȱ��ȱ����£�Ĵ��ȱ���ȱ����ȱ������¡ȱǻ��ȱSociety of Competitive Intelligence Professionals). Met die ervaring  ���ȱ�ħȱ£ħ�ȱ�������ǰȱ���ȱ�ǭ��ȱ���ȱ�������ħ����ȱ�����������������ȱ��ȱ��ȱ���ȱ����ȱ����ħ���ȱ���ȱ���ȱ����ȱ���������ȱ����ħ���ǰȱ���ȱ���ȱ ��ȱ����ȱ��ȱ�������� ��ǯȱ����ȱ����������ȱ��ȱ�ħȱ���ȱ��£��ȱ���ȱ���ȱ����ȱ���ȱsoort ‘De beste stuurlui staan aan wal’-gevoel.

Terugkomend op business en comeptitive intelligence als managementconcept, het betitelen ervan als hét managementconcept van de 21e eeuw op zich nog tot daar aan toe. Maar om dit te doen in ���ȱ����ȱ���ȱ����������ȱ ����ȱ ������ȱ���ȱ��� ȱ··�ȱ����ȱ���ȱ��ǰȱ�ħ��ȱ����ȱ��ȱ£ħ�ȱ£������ȱ��£���ȱ���������ǯȱ���ȱ��£�ȱ�������ȱȁ������������Ȃȱ����ȱ���ȱ������ȱ���������ȱ���ȱ��£�ȱ��� ȱ£��ȱ��ȱ�����ħ�ȱ���ȱ£�ȱ����ȱ���ȱ�������ȱ���ȱȁ������ȱ�����ȱ��ȱ��������Ȃȱ���ȱ���ȱ�������ħ����ȱ�����������������ȱ������ȱ������ǯȱ��ȱ����ȱ��ȱ���������ȱ������ħ�ȱ����ȱ���ȱ������ȱ���DZȱ£ħ�ȱ����ħ�ȱ���������ȱ�������ȱǭȱ����������ȱ���Ğȱ����ȱ��������ȱ���ę��ȱ��ȱ����ȱ��������ȱ���ę��ǰȱ��ȱ���¸��ȱ���������ȱ£���ȱ���Ğȱ�������ȱŘŜȱ��������ȱ����������ȱ��ȱŚŗȱ��������ȱ��������ǯȱ

Ondanks dat is dit boek zeker interessant om te lezen en B&CI is ���ȱ£����ȱ�������ħ�ȱ����ȱ����ħ���ȱ��ȱ���������ȱ��ȱ������ȱ��ħ���ȱfunctioneren, maar of het nu met recht hét managementconcept van de Řŗ�ȱ��� ȱ�������ȱ���ȱ �����ȱ����ȱ��ȱ��� ħ�����ǯȱ�����ȱ �ȱ���ȱ����ȱeen jaar of negentig maar eens bepalen….

Business & Competitive Intelligence - Josèph H.A.M. Rodenberg��������������������ȱ���ȱ��ȱŘŗ�ȱ��� ������DZȱ����ȱ���ȱ���� ħ�������ȱ������Ȃ�DZȱŘśŗ��������DZȱ������ISBN: 9014063334

Bookreview

Verbreding In Depth

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Charles Hampden-Turner was born in London in 1934 and was raised in Cambridge. He is a renowned British management philosopher and since 1990 Senior Research Associate at Judge Business School of the ���������¢ȱ��ȱ���������ǯȱ�ȱ��ȱ���ȱ�������ȱ��ȱ�������ȱ�����¢ȱ���ȱ��ȱis the co-founder and director of Trompenaars-Hampden-Turner (THT) Group in Amsterdam.

Charles Hampden Turner has won various awards including the Douglas �������ȱ��������ȱ� ���ȱ���ȱ���ȱ��������ȱ���������¢ȱ���£�ȱ���ȱ���ȱstudy on ‘the Corporation’. He also received Fellowships from amongst others, Guggenheim, Rockefeller and Ford Foundation. Furthermore, he has worked for Shell, BP, the BBC, Philips, DSM and Apple.

���� ���ȱ�����ȱ ��Ĵ��ȱ�¢ȱ�������ȱ���ȱȂ����ȱ��ȱ���ȱ����ȂǰȱȂ����������ȱthe Corporate Mind’ and ’Corporate Culture: Vicious and Virtuous Circles’. Together with Fons Trompenaars he has worked on ’The Seven ��������ȱ��ȱ����������ȂǰȱȂ���������ȱ���ȱ��ę����ȱ���ȂǰȱȂ��������ȱ�����ȬCultural Competence’ and ’21 Leaders for the 21st Century’. Charles has ��������ȱ��ȱ���¢ȱ������������ȱ���������ȱ������ȱ���������¢ǰȱ���������¢ȱ��ȱ���������ǰȱ���������¢ȱ��ȱ����������ǰȱ������ȱ��������ȱ������ǰȱ������ȱ���������¢ǰȱ���ȱ���ȱ���������¢ȱ��ȱ�������ǯ.

Charles Hampden-Turner������ȱ��������ȱ���������ȱ���������¢ȱ��ȱ���������

Academic Day

�����ȱ��ȱ���ȱ ��ȱ����ȱ��ȱ����£ħ�ȱ��ȱŗşŜŖǯȱ����ȱŗşŝŞȱ��ȱŗşŞŚȱ��ȱ�������ȱ���������ȱ��ȱ���ȱ���������¢ȱ��ȱ��������ǯȱ�Ğ��ȱ���ȱ�������ǰȱhe worked at the Faculty as a research assistant, assistant professor and associate professor. In 1994, he was awarded the position of Jean-Monnet Professor in ‘Economic Aspects of European Integration’ at the ���������¢ȱ��ȱ��������ǯȱ����ȱŗşşŝȱ��ȱŘŖŖŞȱ��ȱ ��ȱ��������ȱ��ȱ���ǰȱ�ȱ��������ȱ���������ȱ��ȱ���ȱ���������¢ȱ��ȱ��������ǯȱ

Currently, Jakob de Haan is professor in Political Economy at the ���������¢ȱ��ȱ��������ǯȱ����ǰȱ�����ȱ��������ȱŘŖŖşǰȱ��ȱ������ȱhead of the Economics and Research Division of De Nederlandsche Bank. Besides that, he is the editor of the European Journal of Political Economy. His research interests are, amongst others: Monetary policy, Banks, Institutions and Political Economy..

Jakob de Haan���������ȱ���������ȱ������¢ȱ��

Conference Congres

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Research Centers

Groningen Growth and Development CentreDuring this presentation the Groningen Growth and Development Centre will discuss the current developments in economic growth and greenhouse gas emissions from the past, in the present and in the future. This is an investigation the Centre currently carries out ���ȱ���ȱ��������ȱ�����Ĵ��ǯȱ�����ȱ¢��ȱ����ȱ��ȱ��� ȱ����ȱ�����ȱ�����ȱ��������ǰȱ�����ȱ���ȱ������������ȱ��ȱ���ȱ��������ȱ�� ��ȱ���ȱDevelopment Centre.

Customer Insights CenterThe Customer Insights Center will discuss the buying behavior of people concerning organic and sustainable products. What is it that convinces people to buy organic products? Or what keeps people from buying these products? These questions and many more will be answered during the interactive session.

Human Resource Management & Organizational Behaviour CentreDuring this session the Human Resource Management & Organizational Behaviour Centre will discuss the subject of leadership and ���������¢ȱ��������¢ȱ��ȱ����������ǯȱ����ȱ��ȱ���ȱ�������ȱ�������ȱ��ȱ���ȱ���ȱ��ȱ���ȱ��������ȱę���ǵȱ��ȱ���ȱ����ȱ��ȱ ����ȱ���ȱ�����ȱ����������ȱat the top rising or stagnating? The answer to these questions will be provided during this session.

Corporate Social Responsibility from an Economic Perspective�����ȱ���ȱ���¢ȱ��ě�����ȱ��� �ȱ���ȱ�������ȱ���������ȱ���������ȱ������ȱ�������������¢ȱǻ���Ǽǯȱ��������ȱ����������¢ȱ���ȱ�������ȱ��ȱ�����ǰȱ��ȱ�������ȱ��ȱ��ȱ�ȱę���ȱ ������ȱ�ȱ��������ȱ��������ǯȱ������������ǰȱ���ȱ���ȱ�������¢ȱ��ě�����ȱ�������ȱ��ȱ�������ę�ȱ����������ǯȱ�����ȱ��ȱ�ȱparticular line of research within economics that is less concerned whether or not CSR is ‘a good thing’ and simply sticks to economics, �¢ȱ��������ȱ��ȱ���ȱ�ě����ȱ��ȱ����������ȱ���ȱ��������������ȱ���ȱ��ȱ���ȱ��������ǯȱ����ȱ��Ȭ������ȱ��������ȱ��� ȱ��ȱ���ȱ ���ȱ��ȱ���������Dzȱ�¡�������ȱ���ȱ�����������ȱ�����ȱ��ȱ����Ȭ����ę�ȱ����¢���ǰȱ ����ȱ ���ȱ��ȱ�����������ȱ�¢ȱ� �ȱ������ȱ���������ȱ�������ȱ��ȱ����ȱ ���ȱ����ȱframework..

Conference Day

���ȱ�����ȱ ��ȱ����ȱ��ȱ���ȱŗŜ��ȱ��ȱ�����ȱŗşŚŖȱ��ȱ������������ǯȱ�Ğ��ȱ��������ȱ���ȱ�����ȱ¢�������Ȭ�ȱ���������ȱ��ȱ���ȱ��������ħ�ȱ�¢����ȱZandvliet in The Hague, he began his studies in Economics at the �������ȱ���������¢ȱ��ȱ��Ĵ�����ǰȱ ����ȱ��ȱ���������ȱ��ȱŗşŜŚǯ

His political career began in 1971 when he became a member of the parliament for the PvdA. In 1973, he was appointed Minister of �����������ȱ���ȱ��ȱ���ȱ����������ȱ��ȱ���ȱ�¢�ǯȱ����ȱŗşŞŖȱ�����ȱŗşŞŜǰȱ��ȱ �����ȱ��ȱ��ȱ�������������ȱ�Ĝ����ȱ���ȱ���ȱ��ȱ��ȱ��¸��ȱ���ȱ���ȱ������ǯȱ�Ğ��ȱ���ȱ ���ȱ��ȱ��¸��ǰȱ��ȱ��������ȱ��ȱ�����ȱ��������ȱ��ȱ�����ȱ��ȱ��������ȱ��ȱ�����������ȱ���ȱ��ȱ� �ȱ�����������ǯȱ�Ğ��ȱ����ȱrole, he became Minister of VROM, the Dutch Ministry of Housing, Spatial Planning and the Environment.

�Ğ��ȱ���ȱ����ȱ������ȱ��ȱ��������ǰȱ�����ȱ��Ğȱ���ȱ����������ȱ��ȱŘŖŖŘȱ��ȱbecome professor at the institute for Social Studies in Den Haag. From ŘŖŖŚȱ��ȱŘŖŖŜǰȱ��ȱ�����ȱ��ȱ �������ȱ��ȱ�����ȱ��ȱ������ȱ�ȱ��ȱ�������ȱ���ȱ�����ȱ��ȱ�ȱ�������ȱ��ȱ����¢ǯȱ��ȱŘŖŖŝǰȱ��ȱ��������ȱ��ȱ���ȱ�����������ȱto continue practicing his function as a professor in The Hague. Pronk is interested in sustainable development and international relations, thus regarding our theme, we are proud to have Jan Pronk to lead our conference day as conference moderator..

Jan Pronk - Conference moderator������ȱ��������ȱ���ȱ�������ȱ��ȱ����¢

Congres Conference

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�Ğ��ȱ�ȱ������ȱ��ȱ�ȱ���������ȱ���ȱ����ȱ�������ȱ������¡ǰȱ������ȱ ��ȱ���ȱmarketing director and co-creator of Kuyichi, an innovative jeans brand ���ȱ�����������¢ȱ���ȱ��Ĵ���ȱ����ȱ��¢����ǰȱ�����ȱ��ȱ���������ȱ���ȱfairprice and eco-friendly manufactured.

In 2002 Dennis was the founder of Dance4Life: a dynamic international movement inspiring, mobilising and uniting young people to push back HIV and AIDS. Dance4Life expandend to more than 30 countries in 8 years.

Dennis founded the Naga Foundation in 2010. This Foundation aims to tackle one of the greatest environmental challenges of today: pushing ����ȱ�������ę������ǯȱ��Ȭ������������ȱ�ȱ�����������ȱ����������ȱ���ȱeconomical balance in drought striken, desertifeid areas in the world.

In 2008 Dennis was selected Young Global Leader by the World Economic Forum. In 2009 he was named Senior Fellow by Ashoka, the global association of the world’s leading social entrepreneurs. He was ���������ȱ����ȱ��Ě�������ȱ������ȱ��ȱ���ȱ�����ȱ���������������ȱ����ȱǻ��śŖȱ� ����Ǽȱ��ȱŘŖŖşǯȱ.

��¡ȱ�������ȱ ��ȱ����ȱ��ȱ���ȱŝ��ȱ��ȱ���������ȱŗşśŜȱ��ȱ������ǯȱHe acquired his Gymnasium degree in 1974 at the Prof. Ter Veen Lyceum in Emmeloord. Furthermore, Hoogduin studied General Economics at the Rijksuniversiteit Groningen. In 1991, he obtained his PhD in the economic field.

Prof. Dr. L.H. Hoogduin was director at the Nederlandsche Bank from 2009 until 2011. Hoogduin was responsible for the economic policy and research, financial stability and financial markets, money transfers and statistics. Besides this, Hoogduin is part-time professor Monetary Economics and Financial Institutions at the ���������¢ȱ��ȱ���������ǯȱ

Before Hoogduin took his position at DNB, he was Chief ���������ȱ��ȱ���ȱ������ȱ����ȱǻŘŖŖśȬŘŖŖŞǼȱ���ȱ��������ȱ��ȱ��������ȱ�����������ȱ����ǯȱ����ȱ���ȱ����ȱŘśȱ¢����ǰȱ�������ȱhas been employed by DNB for longer periods of time; from ŘŖŖŗȱ��ȱŘŖŖśǰȱ��ȱ����ȱ���ȱ��������ȱ��ȱ�������ȱ��������ȱ����������ȱResearch. From 1997 to 2001, he was the personal advisor of Wim Duisenberg, the first president of the ECB..

Lex Hoogduin������ȱ��������ȱ��ȱ��ȱ�������������ȱ����

Dennis Karpes�������ȱ�����Ś����ȱǭȱ����ȱ����������

Speakers Conference Day

Conference Congres

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����ȱ���ȱ ��ȱ����ȱ��ȱ���ȱŗś��ȱ��ȱ���������ȱ��ȱŗşśŜȱ���ȱ�������ȱ���ȱ��������Ȭ�ȱ�����ȱŗşŝśǯȱ�Ğ��ȱ�������ȱ������ǰȱ���ȱ�������ȱ���������ȱ��ȱ���ȱ��ħ�ȱ������������ȱ��ȱ���������ȱ ����ȱ��ȱ���������ȱ��ȱŗşŞŗǯȱ

Niek Hoek started his career as economist at Shell in the Netherlands and �����������¢ȱ���ę����ȱ�������ȱ���������ȱ��ȱ���ȱę�������ȱ���ȱ����������ȱę���ȱ��ȱ�����ȱ��ȱ����¢���ȱ���ȱ����Ȭ�������ǯȱ��ȱŗşşŘǰȱ��ȱ������ȱ���ȱ��ȱ�����ȱ��ȱ������¢ǰȱ���ȱ��ȱŗşşśȱ��������ȱ��ȱ�����������ȱ��ȱ�����ȱ�������ȱfunds.

�Ğ��ȱ���ȱ������ȱ��ȱ�����ǰȱ����ȱ���ȱ����ȱ���ȱ��������ȱ��ȱ�����ȱ���¢�ȱin 1997 to accede in the Executive Board. In 2001, Hoek was appointed Chairman of the Executive Board at Delta Lloyd, a position he still holds.

Besides his function at Delta Lloyd, Hoek is active in several directorships at NIBC and Euronext amongst others. He is also member of the board at ‘Verbond van Verzekeraars’ and member of the Advisory Board at �������ȱ���������¢ȱ��ȱ��Ĵ�����ǯ.

Niek Hoek���ȱ�����ȱ���¢�

Cees ‘t Hart���ȱ ������ħ��ȱ����������������ȱȱ

����ȱȂ�ȱ���ȱ ��ȱ����ȱ��ȱ���ȱŞ��ȱ��ȱ������ȱ��ȱŗşśŞȱ��ȱ��Ĵ�����ǯȱ�ȱ���ȱsuccessfully completed several studies, such as a Master in Social Sciences ��ȱ���ȱ���������¢ȱ��ȱ������ȱ���ȱ�ȱ������ȱ����������ȱ���������ȱ��ȱ������ȱ���������¢ǯȱ�ȱ����ȱ���ȱ���ȱ���������ȱ����ȱ��������ȱ�ȱ���ȱ�ǯ

����ȱȁ�ȱ���ȱ�������ȱ���ȱ������ȱ��ȱ��������ȱ��ȱŗşŞŚȱ ����ȱ��ȱ������¢ȱ������ȱ���������ȱ�������ȱ���¡ǯȱ�Ğ�� ����ǰȱ��ȱŗşşřǰȱ��ȱ������ȱ��������ȱ��ȱFoods in Hungary and subsequently became Vice-President of Foods in ���������ȱ��ȱŗşşŝǯȱ�Ğ��ȱ�ȱ�����ȱ������ȱ��ȱ���������ǰȱ��ȱ ��ȱ���������ȱ���ȱ��ȱ��������ȱ��ȱ������ȱ���ȱ�������ȱ��ȱ���ȱ�¡�������ȱ�����ȱ��ȱ��������ȱCentral and Eastern Europe. In 2002 he was CEO of Lever Fabergé in Italy ���ȱ�ȱ������ȱ��ȱ����ȱ¢����ǯȱȁ�ȱ���ȱ�����ȱ���ȱ������ȱ��ȱ��������ȱ��ȱ������ȱVice-President of the Marketing Operations Europe and as member of the Executive Board Europe.

From May 2008 until the merger with Campina later that year, Cees ‘t Hart  ��ȱ���ȱ��ȱ ������ħ��ȱ���������ȱ�����ȱ�ǯ�ǯȱ���ȱ��ȱ����ȱ����ȱ��������ȱ��ȱ���ȱ�� ȱ������¢ȱ��ȱȱ ������ħ��ȱ����������������ȱ�ǯ�ǯȱ����������ȱpositions of Cees ‘t Hart are Chairman ‘Zuivelstichting’ and member of the executive board of VNO-NCW..

Congres Conference

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����ȱ��������ȱ ��ȱ����ȱ��ȱ���ȱś��ȱ��ȱ��������ȱ��ȱŗşśŝȱ��ȱ����������ǯȱ�Ğ��ȱ����������ȱ���ȱ¢�������ȱ�ȱ�������ȱ��ȱ�����ǰȱ��������ȱ�������ȱ�����¢ȱ��ȱ���ȱ��ħ�ȱ������������ȱ��ȱ���������ǯȱ

�Ğ��ȱ�����¢���ȱ�������ȱ���������ȱ��ȱ���ȱ����������ȱ���ȱ���ȱ���ȱ����ǰȱhe established his own consultancy enterprise in 1994. Between 1998 and ŘŖŖŘǰȱ��ȱ��������ȱ��ȱ��������ȱ��ȱ�����ȱ��������¢ȱ��ȱ�������ȱ�ě����ǯȱ

In 2003, he started working at Shell in the European gas company Shell Energy Europe where he was Vice-President of Strategy. In the beginning of 2006, Benschop moved to Kuala Lumpur to direct the Gas & Power business (LNG and GTL) in Malaysia. In 2009, he became Vice-President Strategy for the Royal Dutch Shell Group. From 2011 onwards, he holds the function of President Director of Shell Netherlands..

As BT Operate’s Chief Executive Officer, Roel Louwhoff is responsible for the Operations of BT Group. He is a Member of BT’s Operating Committee and Design Council. Roel Louwhoff has the responsibility for BT’s internal as well as Customers’ Global Networks, Datacentres, Applications and Services including Service Centres and Network Operations Centres and Contact Centres. Additionally, he is responsible for BT’s Security organisation and directly leads an organisation of approximately ŘŖǰŖŖŖȱ������ȱ��ȱśśȱ���������ǯ

In 2004, Roel Louwhoff joined BT from the ClientLogic Corporation where, for three years, he was COO of International Operations and a member of their Worldwide Leadership Team. During this time, Roel Louwhoff was responsible for integrating and standardising the company’s delivery operations across Europe and the Asia-Pacific region.

He has an MBA from the Rijksuniversiteit Groningen and completed the Advanced Management Programme at Harvard Business School. He undertakes a number of industry-wide activities including: Non Executive Director of Transcom, ������ȱ��ȱ�����ȱśŖȱ������������ǰȱ������ȱ��ȱ�����ȱ���������ȱ�������ȱ��ȱ�����ȱǻŗŚŖȱ����������ȱ��ȱ���ȱśŖŖȱ���������ȱ��ȱ���ȱNetherlands)..

Roel LouwhoffCEO British Telecom Operate

Dick Benschop���������ȱ��������ȱ�����ȱ�����������

Conference Congres

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�������ȱ�ǯȱ������ȱ��ȱ���ȱ�����ȱ�¡�������ȱ�Ĝ���ȱ��ȱ�����ȱ���������ȱServices Holding B.V. and member of the Executive Board of Stork B.V. Douglas Meikle has been employed in the oil industry since 1984 and has directed and cooperated in petroleum project in Syria, Pakistan, ���������ǰȱ�������ǰȱ���ȱ������ȱ ������ȱ���ȱ���������ȱ��ȱ���ȱŗşşŖ�ǯ

In 1998 he started working for Landmark where he was responsible for determining the strategy of a new business line. He was very successful, due to the fact that the scope of the line doubled in only eighteen months time.

In the ten consecutive years, he occupied several functions within the company, and eventually became head of Halliburton’s Landmark & Project Management Product Service Line. As head of this line, he ��������ȱŘŚŖŖȱ�����¢���ȱ��ȱŜśȱ���������ǯȱ��ȱŘŖŖŞǰȱ������ȱ ��ȱ�����¢��ȱ��ȱVice-President of Halliburton’s Europe Eurasia Group.

�������ȱ������ȱ���������ȱ����ȱ���ȱ���������¢ȱ��ȱ��������¢��ȱ��ȱPetroleum Engineering and also completed the Theology programme ��ȱ���ȱ���������¢ȱ��ȱ��������ǯȱ��ȱŘŖŖŝǰȱ��ȱ�����������¢ȱ���������ȱ���ȱHarvard Advanced Management Program..

Douglas MeikleCEO Stork Technical Services

Jacqueline Cramer������ȱ��������ȱ��ȱ����ȱ

����ǯȱ��ǯȱ����������ȱ������ȱ ��ȱ����ȱ��ȱ���ȱŗŖ��ȱ��ȱ�����ȱ��ȱŗşśŗǯȱ������ȱ�������ȱ���ȱ������ȱ��ȱ�ȱ���������ȱ��ȱ���ȱ���������¢ȱ��ȱ���������ȱǻŗşŝŜȱȮȱ1989) and worked at TNO for the consecutive ten years. In the past, she has occupied various positions such as crown member of the Sociaal Economische Raad, commissioner at Shell Netherlands, FMO, Dutch Sustainability Research and the ASN funds, and member of the supervisory �����ȱ��ȱ���ȱ���ǰȱ���ȱ���������¢ȱ��ȱ����������ȱ���ȱ���ȱ���������ȱ������ȱ�ħ�����ǯ

��������¢ǰȱ������ȱ��ȱ��������ȱ��ȱ���ȱ�������ȱ�������ȱȁ����ȱ�����ȱ��ȱDuurzaamheid’ and professor of Sustainable innovation. Previously, she was minister of Housing, Spatial Planning and the Environment from 2001 to 2010.

Prior to her time as minister, she advised over a hundred companies on ��Ĵ���ȱ��ȱ���ȱ����ȱ��ȱ�����������ȱ��������ȱ ����ȱ ������ȱ���ȱȁ������ȱMilieuadvies’. She took the lead in stimulating corporate social responsibility in the Netherlands in cooperation with the ‘Nationaal Initiatief Duurzame Ontwikkeling’ (NIDO) joined by forty other companies.Cramer has been a professor at several universities since 1990. Her most recent position was professor in corporate social responsibility at the ���������¢ȱ��ȱ�������ǯ.

Congres Conference

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Max van den Berg

Max van den Berg is sinds vier jaar Commissaris van de Koningin te ��������ǯȱ������ȱ��ȱ�ħȱ�����ȱ�ħ�ȱ��������ȱ������ȱ�� ����ȱ����ȱ��ȱ����ȱ��ȱ���Ğȱ�ħȱŗřȱ����ȱ�ħȱ�����ȱ�� ����ǯ

Kunt u in het kort iets vertellen over uw carrière en hoe u Commissaris van de

������ȱ���ȱ��������ȱ����ȱ�� �����ǵȁ��ȱ�����ȱ�ħ�ȱ���������ȱ�����¸��ȱ��ȱ��ȱ����ȱ��������ȱ��ȱ ���ȱwethouder toen ik 24 jaar was. Wellicht het meest aansprekende �������ȱ���ȱ���ȱ�������ȱ����ħ��ȱ ��ȱ��ȱ���������ȱ���ȱ���ȱ����������������������ǯȱ���ȱ����ȱ ħ£����ȱ��ȱ��������������ȱ������ȱ��ȱ����ȱ��������ȱ����ħ����ǯȱ��������ȱ����ȱ�����ȱ�ħ�ȱ�������ȱ��ȱ����ȱGroningen met het principe van een afspiegelingscollege (regeren op basis van parlementaire meerderheid, red.), we gingen naar een programcollege (regeren op basis van een regeerakkoord, red.). Die �������ȱ���Ğȱ�ħȱ��ȱ������ȱ����������ȱ����������ǯ

��ȱŗşŝşǰȱ��ȱ���ȱ����ȱ�����ħ�ȱ��ȱ���ħ��ȱ�������ȱ��ȱ������ȱ��ȱ�����ǰȱ ���ȱ��ȱ����£�Ĵ��ȱ���ȱ��ȱ����ǯȱ��£�ȱ�������ȱ���ȱ��ȱ����ȱ����ȱ�������ǯȱ���ȱ������ȱ�������ȱ��������������ȱ���ȱ����ȱ£ħ�ȱ��ȱ�������ȱ���ȱ��ȱ���������Ĵ��ȱ��ȱ���ȱ���£��ȱ�����ȱ���������ȱ�� �������ǯȱ��ȱ��£�ȱ�������ȱ ����ȱ��ȱ����ȱ������ǯȱ��ȱ���ȱ����ȱ����ȱ �����ȱ�ħȱ�����ǯȱ���ȱ‘founding father’ vanuit Novib voor het Europese netwerk hebben we toen Oxfam International opgericht. Oxfam Novib is hedendaags een zeer grote organisatie op het gebied van onderzoek, kennis en ����¢��ǯȱ������ȱ£ħ�ȱ£�ȱ���ȱ���������������ȱ���ȱ��ȱ����������ȱ��ȱ��ȱVerenigde Naties.

��ȱ�ħ�ȱ�����ȱ�ħ�ȱ�����ȱ��ȱ����ȱ��ȱ��ȱ�����ȱ ����ȱ�����ȱ��ȱ�������ȱte geven in het Europees Parlement. Hoewel ik het een lastig besluit ����ȱ���ȱ��ȱ���ȱ������ȱ���ȱŗşşşȱ���ȱŘŖŖŝǯȱ��ȱ ��ȱ����ħ��ȱ���ȱlastige periode, door de vele sceptici over Europa. Ik heb er gewerkt met het idee dat we Europa nodig hebben, maar dat het socialer en duurzamer kan. Het was een geweldige ervaring om samen te werken met mensen uit andere landen die dezelfde idealen hebben. Het besef kwam dat je elkaar nodig hebt, mede doordat mensen in Europa niet op de hoogte waren over dat we een geheel nieuwe structuur moesten ��� �����ǰȱ�����ħ�ȱ��ȱ��������ȱ�����������ǯȱ�����ȱ��ȱ��ȱ£���ȱ���ȱ����������ȱ���ȱ��ȱ���ȱ����ȱ£�Ĵ��ȱ��ȱ��ȱ���������ǯȱ��ȱ�����ȱ������ȱvoor meer controle, maar dan vinden de burgers dat de invloed van Europa weer te groot wordt.

Aan het eind van deze periode kreeg ik de vraag of ik mee wilde ������ȱ����ȱ��ȱ����ȱ���ȱ������������ȱ���ȱ���������ȱ��ȱ�������ǯȱDaarnaast was de positie van commissaris van de Koningin een optie. Over Groningen wilde ik nadenken, ik vond het een interessante �����ȱ���ȱ��ȱ�������ħ�ȱ����ȱ��ȱ����ȱ�����ǯȱ��ȱ�����ȱ�ħ£���ȱ��ȱ��ȱ��ȱ��ȱ�����ȱ ��ȱ�����ȱ��ȱ����ħȱ��ȱ�����ǰȱ��ȱ����ȱ��������ȱ������ȱ£ħ�ȱen niet alleen de belangen van de PvdA behartigen. Ik heb besloten erop in te gaan en doe dit werk nu vier jaar lang; het bevalt zeer goed. ��ȱ ���ȱ��ȱ��ȱ��ȱ���ȱ�����������ȱ����ȱ������ȱ��������ħ�ǯȱ����ȱzit ik in Brussel voor lobbyactiviteiten, dan weer in Duitsland voor ����� ����������������ȱ��ȱ��ȱ��ȱ���ȱ�ħȱ�����������ȱ��ȱ���ȱ���ȱte leren. Al met al is het een dynamisch leven.’

Hebt u de ooit ambitie gehad ondernemer te worden?

ȁ���������������ȱ�����ȱ�ħȱ£����ǰȱ��ȱ���ȱ����ȱ�ħ�ȱ������ȱ������ȱ���ħ�ȱ���ȱ���������ȱ����������ȱ�� ����ǯȱ��ȱ���ȱ����ȱ��ȱ�����Ğ�ȱ��ȱ������ȱ������ȱ��ȱ �����ȱ���ȱ����ȱ��ȱ����ǯȱ��ȱ������ȱ��ȱ�����ȱ����ħ��ȱ��ȱ��ȱ��ȱ����������ǯȱ��ȱ��������ȱ��ȱ����ȱ��ȱ�������ȱ£����ȱ��ȱ���ȱ����ħ�ǰȱ���ȱ�����ȱ���ȱ ���ȱ���������ǯȱ�ħ�ȱ������ȱ��ȱ������������ȱ£ħ�ȱ��� ������ȱ��ȱ��ȱ��������ȱ£���ǰȱ ����ħȱ������ȱ����������ȱ������ȱ���ȱ��ȱ��ȱ�������ȱ������ǯȱ��ȱ£��ȱ������ȱ ��ȱ�����ȱ�����ħ������ȱ��ȱ�����ȱte werken met deze sector. Terughoudendheid is hier wel een vereiste, ik moet alles kunnen verantwoorden en verdedigen. Hiervoor moet je elkaars spelregels door en door kennen. Ik zie dat dit vaak slecht gebeurt.’

���ȱ�ȱ���ȱ�����ȱ������ħ����ȱ������ȱ�����ȱ���ȱ���ȱ ��� ���ȱ����ȱ�ȱ�����ȱziet?

‘Op maandag is er vaak overleg met verschillende afdelingen binnen de provincie. Dinsdags heb ik overleg met de Gedeputeerde ������ǰȱ���ȱ��ȱ���ȱ�����ħ��ȱ�������ȱ���ȱ��ȱ���������ǰȱ��ȱ���ȱ���ȱ��ȱbesprekingen met de provincies van het samenwerkingsverband Noord-Nederland. Op woensdag heb ik vaak een bezoek aan ���������ȱ��ȱ���ȱ������������������ǰȱ������ȱ£ħ�ȱ��ȱ����ȱ���������ȱ�������ȱ���ȱ����ħ���ȱ��ȱ��ȱ�����ǯȱ����ȱ���ȱ��ȱ��ȱ��£�ȱ���ȱ ���£��������ȱ����ȱ�ħ�ȱ����£�Ĵ�������ȱ�ħȱ���������ȱ�����ǰȱEnergy Delta Gas Research of Energy Valley. Donderdag is een lobbydag in Den Haag en één keer in de zes weken vindt dit plaats in Brussel. Ik ken hier de weg ook goed dus er heerst vaak een informele �����ǰȱ��������ȱ��ȱ���ȱ���ȱ����ȱ�ě��������ǯȱ��ȱ���ȱ��ȱ���ȱ ���ȱ��ħ���ȱen dan heb ik een interview met jullie!

Commissaris van de Koningin te GroningenAuteurs: Mart Beune en Omri Azoulay

Kopstukken Headlines

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“Je mag niet meer van de” aarde pakken dan dat je er”

���ȱ�����ȱ���Ğ”

��ȱ�����ȱ�����ȱ����ȱ���ȱ��������ȱ���ȱŖŞDZŗśȱ���ȱŘŘDZŖŖǰȱ ����ħȱ����ȱ���ȱ�����ȱ��ħȱ��ǯȱ��ȱ ������ȱ����ȱ���ȱ���ȱ��������������ȱ����ȱ�ħ���������ȱ��ȱ��������ǰȱ�����¢ȱ�����¢ȱ��ȱ���ȱ������ȱ���ȱ���ȱmuseum of tentoonstelling. Het is ook promotie voor het gebied, en tevens je waardering uitspreken aan de mensen. Deze drukte betekent ���ȱ��ȱ�ħ�ȱ�����������ȱ����������ȱ����ȱ����ȱ��ȱ���ȱ�ħ����ȱ���ȱwerk. Doe je dit niet en heb je geen plezier in je werk, dan red je het vaak niet.’

Wat betekent duurzaamheid voor u en in hoeverre bent u actief betrokken in

duurzaamheidzaken?

ȁ����ȱ�ħ�ȱ����ȱ�����ȱ����ǰȱ����ȱ��ȱ��ȱ����ȱ��������ȱ��ȱ�����ȱ���ȱ���ȱ����£�Ĵ��ȱ���ȱ��ȱ����ǰȱ���ȱ��ȱ���ħ�ȱ��£��ȱ�� ����ȱ���ȱ� ������ȱ����ȱde balans tussen economie en milieu. Ik heb door de jaren heen ook ���ħ�ȱ�������ȱ�����ȱ���ȱ������ȱ���ȱ�����ȱ£���ȱ���ȱ ������ȱ��ȱ���ȱ����ȱ�������ǰȱ��ȱ���ȱ���ȱ����£���ȱ��������ȱ����ȱ���º���ǯȱ��ȱ�ħ�ȱ�ħ�ȱ�ħȱNovib werd duurzaamheid gezien als ‘economisch gezond’, dat houdt meer in dan het milieu element. Ik heb hier geleerd dat arme mensen heel zorgvuldig omgaan met hun omgeving omdat dat hun leven en toekomst is. Een typisch Indiaans gezegde kenmerkt dit: ’Je mag niet ����ȱ���ȱ��ȱ�����ȱ������ȱ���ȱ���ȱ��ȱ��ȱ���ȱ�����ȱ���Ğȁǯȱ

�ħ����ȱ��������ȱ��� �����£��ȱ���ȱ��������ȱ���ȱ���ȱ��£����ȱ����ǯȱ ħ�ȱ����ȱ��ȱ����ȱ������ǰȱ ��ȱ��ȱ����ȱ���ȱ�������ȱ���ȱ���ȱ������ȱ��ȱ���ȱ£ħȱ ·�ȱ����ȱ��������ȱ��ȱ���� ���ȱ������ȱ������ȱ��ȱ�����ǰȱ����ȱ��ȱontwikkelen om vervolgens te testen en als product. Dit is een gevaar,  ħȱ������ȱ���ȱ���������ȱ�ħ��ħ���ȱ��ȱ���ȱ�������ȱ��ħ���ȱ��������ǯȱ��������������ȱ��������ȱ���ȱ�����������ȱ��ȱ�����������ȱ£ħ�ǯȂ

Wat is, volgens u, de rol van leiderschap in het bevorderen van duurzaamheid?

‘De rol van leiderschap hierin is een zeer directe link. Als ik het op ��£���ȱ������ȱ�������ȱ��ȱ���ȱ���������ȱ��ȱ£ħ�ȱ������ǰȱ�����������ȱ

�������ȱ�����ȱ���� �����ħ�Ƿȱ��ȱę���ȱ������ȱ��ȱ����ǰȱ��ȱ����Ȃ�ȱ���ȱ��ȱ���������ȱ�ħ���ȱ��ȱ�������ȱ��ȱ��£���ȱ���ȱ���ȱ�¢�����ȱ��¡��ǯȱDuurzaamheid moet terugkomen in de aanbestedingen van ���������ǰȱ������������ȱ��ȱ����ħ���ǯȱ��ȱ����ȱ���ȱ�������ȱ��ȱ��ȱ���ȱ���ȱstandaard te stellen. Leiders moeten met de vernieuwing meegaan maar op een verantwoorde manier, ze moeten duurzaamheid uitdragen.’

Wat is naar uw mening de grootste duurzaamheidsuitdaging op mondiaal

niveau?

ȁ������ȱ����ȱ��ȱ����ȱ���ȱ �ȱ£�����ȱ����ħ��ȱ���������ȱ���ȱ��ȱ�����������ȱ��ȱ �������ǰȱ���ȱ�����ħ�ȱ£��ȱ����ȱ �����ȱ��ȱ��ȱdichtbevolkte gebieden, waar Nederland ook toebehoort, in te laten zien dat hun ‘footprint’ duurzaam moet worden. Dit is echter  ��ȱ����������ȱ����ȱ������ȱ ������ȱ��ȱ������ħ��ǯȱ���ȱ��ȱ��ȱ�����ȱ��������ȱ ���ȱ�����ǰȱ���ȱ��ȱ���ȱ�������ȱ�ħȱ��ȱ������ȱ���������ǯȱHet gaat om de bereidheid om anderen hetzelfde te gunnen door £���ȱ�������ȱ�����ȱ��ȱ£�Ĵ��ǰȱ���ȱ�����ħ�ȱ���ȱ���ȱ��ǯȱ��ȱ���������ȱ������ȱ£ħ�ȱ����ȱ���ȱ����ȱ���������ȱ���ǰȱ����ȱ������������ȱ���������ȱin de Senaat omdat men bang is voor deze verandering. Er moeten  ����� ħ�ȱ���� �ȱ����£���ȱ�����������ȱ����������Ȃ�ȱ�����ǰȱ���ȱ��ȱ��ȱ������ȱ��ȱ�����������ȱ������ȱ��ȱ�����ħ���ǯȱ���ȱ���ȱ����ȱ����ȱer toch geld verdiend worden, maar de duurzame weg is de nieuwe manier van geld verdienen.’

Welke kanalen gebruikt u om duurzaamheid te promoten?

ȁ��ȱ���ȱ����ȱ£���ȱ������ȱ���ȱ��£��ȱ����ȱ�����ȱ������ȱ�ħ�ȱ�������ȱ���ȱ����£�Ĵ��ȱ����ȱ���ȱ���£����ȱ���ȱ�����¢ȱ�����¢ǯȱ��������ȱ��ȱ�ħ�ȱbezigheden als Commissaris van de Koningin in Groningen probeer ��ȱ����£�������ȱ£�����ȱ�����ħ�ȱ�����ȱ��ȱ��������ȱ��ȱ�������ǯȱ��ȱ���ȱ���ȱ�����£���ȱ����£�������ȱ����ȱ��ȱ�������ħ��ȱ�����ȱ��ȱ�����������ȱ�����������ȱ�����ȱ���ȱ��ȱ����ȱ£ħ�ǯȂ

Headlines Kopstukken

Page 27: Prospect 5.1

pagina 26 / September 2011 pagina 27 / September 2011

��ȱ���ȱ����£�������ȱ���������ǰȱ��ȱ��ȱ���ȱ�ħ£�����ȱ�����Ȭ���������ǰȱ���ȱgoede komen?

ȁ��ȱ£ħ�ȱ�����ħȱ� ��ȱ������ȱ���ȱ �ȱ������ȱ����������ǯȱ��ȱ������ȱ��ȱ���ȱ ħȱ����������ȱ����ȱ�������ȱ��ȱ�����Ȭ���������ȱ��ȱ���ȱ�������ǰȱ���ȱ����ȱ��������ȱ��������ě��ǰȱ����� ��ȱ���ȱ�����ȱ��������������ħ�ȱ��ǯȱ�������ȱ��ħĞȱ���ȱ��ȱ�������ȱ�������ȱ����ȱ�����������ȱ�����������ǰȱmits we er verstandig mee omgaan. We moeten hiervoor wel de �������ȱ�����ȱ����ȱ��������ȱ����ȱ���ȱ��£�Ĵ��ȱ���ȱ�������ǰȱ£����ȱ��ȱ��£�Ĵ���ȱ���ȱ�������ȱ����ȱ�������ȱ��ȱ��ȱ�����ȱȁśŖǯȱ��ȱ������ȱnaar laagwaardig aardgas, dit is een ander soort aardgas. De komende �����ȱ��������ȱ �ȱ�������ȱ���ȱ£��������ȱ�����ȱ����ħ���Dzȱ���ȱ����ȱ���ȱ����ȱ �����ȱ���������ǰȱ���������ȱ�������������ȱ�ħȱ��ȱ������ȱ�����ǯȱ

���ȱ��ȱ���ȱ���ȱ��ȱ�����ȱ��������º��ȱ����������ȱ����ȱ��ȱ�������ȱ�ħ�ȱen de regering moet hiervoor de ogen meer openen! De centrales in ��������ȱ£ħ�ǰȱ�����£������ȱ���ȱ��ȱ�������������ȱ���ȱ���ǰȱ�������ȱ��ȱdat gunstige product.

Het tweede is dat we, door het bovenstaande feit met betrekking tot aardgas, nu geld verdienen, de kennis hebben en dé energyport ���ȱ���������ȱ£ħ�ǯȱ��ȱ������ȱ���ȱ���������ȱ��ȱ���ȱ����ȱ���������ȱom transitie te bewerkstelligen, de transitie naar duurzame energie  ������������ǯȱ������ǰȱ�ħȱ����£���ȱ�������ȱ��ȱ��ȱ����ȱ��ȱĚ��������ȱ�ħȱ�ħ���������ȱ£����Ȭȱ��ȱ ����������ǯȱ�������ȱ��ȱ���ȱ��ȱ������������ȱ�ħȱ�������ȱ�����£���ȱ��ȱ���ȱ����ȱ����ȱ����ȱ���Ȭȱ��ȱ���£�Ĵ��ȱ��ȱ����ȱen minder kunt maken; het is de grondstof die kan balanceren. We hebben hiermee een gunstige positie aangezien Noord-Nederland, samen met Noord-Duitsland, het enige gebied is die deze balans kan maken met aardgas. Het maakt ons een interessante duurzaamheidsregio, mits we ook gaan investeren in smartgrids, ����������ȱ�¢������ȱ��ȱ��������� ��������ȱ���ȱ�ħ���������ȱ�����ȬDuitsland waar een nieuwe Energy Valley komt. Samen met de

regio Aberdeen hebben we dan drie Energy Valley’s. De presentatie �������ȱ�����ȱ��ȱ�����ȱ����ħ�ȱ��ȱ�������DZȱ���ȱ���� ���ȱ����ȱ������Ƿ

Welk advies of boodschap wilt u meegeven aan onze studenten?

�ħ�ȱ���������ȱ���ȱ������ȱ��ȱ���ȱ ħȱ����ȱ��ȱ������ȱ������ȱ��ȱ��ȱ�������ȱ��ȱ���ȱ������ȱ��ȱ�����ȱ��ȱ£� ��ȱ��ȱ�����ħ�ȱ���ȱ�������ǯȱDat kan gaan over energie, rechtssystemen of andere gebieden. ��ȱ���ȱ������ȱ£ħ�ȱ ħȱ���ȱ�����ħ�ȱ����� ���ȱ��ȱ���������ǯȱWe hebben een universiteitswereld, gaswereld, kolenwereld en ����£�������� �����ȱ���ȱ����ȱ���ȱ������ȱ������ǯȱ��ȱ�������ħ����ȱstap is om dit hier te gaan integreren. We moeten ons geld gebruiken om die kennis te versterken. Het doel is om straks niet alleen de gashub maar ook de kennishub in Noord-Nederland te hebben. Dat ������ȱ �ȱ���ȱ�����¢Ȭ������¢ǰȱ ����ħȱ���ȱ���ȱ���ȱ������������ȱniveau wordt onderwezen.

Dit is een wereld van de toekomst en zorg dat je je neus erin steekt. ����ȱ����ȱ����ȱ�ħȱ����ħ���ȱ��ȱ�������ȱ��ȱ�����ȱ��ȱ�������ǯȱOnderneem, beleef en leer, dit is jouw wereld!.

Kopstukken Headlines

Page 28: Prospect 5.1

Workshops

Centraal Bureau voor de Statistiek

pagina 28 / September 2011 pagina 29 / September 2011

��ȱ���ȱ��ȱ���ȱ����ȱ��ȱ���¢ȱ �����DZȱ �����ȱ�ħȱ���ȱ���ȱ��ȱ���ȱ���������ȱ��¡ȱ���ȱ �����ȱ�ħȱ��ȱ��������ǰȱ���ȱ��ħȱ ���Ȭȱ��ȱ�����������ǰȱ����ȱ���ȱ��ȱ�¢������ȱ���ȱ��ȱ��� ����������ȱ��ȱ��ȱ����������ħȱ���ȱ �ȱ��ȱ��ȱ����ȱ������Ƿȱ������ȱ �����ȱ£���ȱ�������ȱ��ȱ������ǰȱ����ȱ�������ȱ ħȱ��ȱ�ħ����ȱ����ǯȱ���ȱ�ħȱ ����ȱ���ȱ���ȱ��ȱ��ȱ�ħȱ���ȱȁ���Ȃȱ ��������ȱ��ȱ �����ǵȱ���ȱmag je deze kans om kennis te maken zeker niet missen. Graag nodigen  ħȱ������ȱ���ȱ�ħȱ��£�ȱ������������ȱ �������DZȱ

Monitoring Sustainability:Theorie, Indicatoren, Statistieken en Presentatie

�ħ����ȱ��£�ȱ������������ȱ �������ȱ����ȱ�����ȱ���ȱ���ȱ���ȱ��ȱ��ȱ���ȱ������ȱ����£�������ǯȱ��ȱ�ħ��ȱ���ȱ���ȱ�����ȱ����£�������ȱ���ȱ��ȱ���ȱ������ȱ��������ȱ������������ȱ �����ȱ�������ǵȱ�����ȱ�����������ȱ£ħ�ȱ���ȱbelang voor het meten van duurzaamheid en, niet in de laatste plaats, hoe presenteer je die indicatoren voor verschillende doelgroepen?

Je bent van harte welkom!.

De stichting Energy Valley is een netwerkorganisatie die met publieke ��ȱ�������ȱ��������ȱ���������ȱ���Ğȱ���ȱ��ȱ���������ȱ�����������ȱ���ȱ��ȱenergiesector. De stichting is intermediair om projecten te versnellen, ��������� ��������ȱ��ȱ����������ȱ��ȱ��ȱ�������ħ��ȱ������������ȱ��ȱversterken.

�����¢ȱ�����¢ȱ���Ğȱ���ȱ������ȱ��ȱ����ħ���ǰȱ������������������ȱ��ȱoverheidsinstanties te stimuleren, activeren, te faciliteren en te verbinden om samen projecten te ontwikkelen en concreet werk te maken van schone, betrouwbare en innovatieve energie.

Work In The Valley!

Voor de energiebranche in Noord-Nederland wordt het steeds lastiger ����ȱ��������ȱ���������ȱ��ȱ������ǰȱ���ȱ��������ȱ���ȱ����ȱ��ȱ�����ħ£���ȱalleen maar groter wordt, zo is de verwachting. Onze workshop zal geïnteresseerde studenten op een uitdagende manier proberen te ���������������ȱ����ȱ���ȱ�����¸��ȱ��ȱ��ȱ�¢��������ȱ�������������ǯ

Je bent van harte welkom!.

Conference Congres

Page 29: Prospect 5.1

Workshops

pagina 28 / September 2011 pagina 29 / September 2011

����������������ȱ����£���ȱ������ȱ ����� ħ�ȱ���ȱ��ȱ���ȱ�����ȱ���ȱ����ǯȱFrieslandCampina produceert baby- en kindervoeding, zuiveldranken, kaas, melk, yoghurts, toetjes, boter, room, melkpoeder, zuivelingrediënten en vruchtendranken. ��������������������ħ���ȱ��ȱ��������������ȱ�������������ȱ�����ȱ�����ę���ȱ�������º����ȱ���ȱ��£�ȱ£�����ȱ��ǯȱ�ħȱ£�����ȱ����ȱ��£����ȱ�������ǰȱ����ȱ���ǯȱ

�ħȱ£ħ�ȱ������������ȱ����ȱ��ȱ�����ħ������ȱ���ȱ��������ȱ���Ğȱ����£���£�ȱ�����ħ������ǯȱ���ȱ��ȱŗřŖȱ����ȱ��������ȱ����ȱ��ȱ����ȱ��ȱ���������ȱ��ȱ��ȱ��� �������ǯȱ����ȱ��ȱ���ȱ������ȱ··�ȱ���ȱ��ȱ�ħ����ȱ���������������ǯȱ�ħȱ��� �����ȱ��ȱ����ȱ���ȱ��ȱ�����Ȭ��������������ȱ���ȱ���ȱ����ȱ���ȱ£��������������ǯȱ�����ħ��ȱ���£��ȱ����ȱ���ȱ··�ȱ�������ȱ������ȱ����ȱdeze producten als onderdeel van hun voeding. Onze zuivelproducten leveren ����ȱ������ȱ���ȱ������ȱ�������������ǰȱ����ȱ���ȱ�� �Ĵ��ǰȱ��Ĵ��ǰȱ���������ǰȱ���������ȱ��ȱ�����������Dzȱ��� ���ě��ȱ��ȱ��������ě��ȱ���ȱ�������ħ�ȱ£ħ�ȱ����ȱ��ȱ��£�������ȱ��ȱ���ȱ ��£ħ�ȱ���ȱ������ǯ

Business case

��£�ȱ�������ȱ��ȱ�����������ȱ�����ȱ����ȱ���ȱ��������ǯȱ�������ȱ£ħ�ȱ �ȱ��ȱ�����ȱ��ȱ��£�ȱ���������ǰȱ�����Ȭ��������������ǰȱ�����ȱę�����º��ȱ����������ȱ��ȱ������ȱ£�����ȱ��ȱ������ȱ������ȱ������ǰȱ������ȱ��ȱ���ȱ����ħ�ȱ���ȱ���ȱ���ȱ��ȱ������£��ǯȱ�ħȱ����ȱ����ȱ��ȱ��ȱ£����������ȱ�����ȱ��£�ȱŗśǯřŖŖȱ�����Ȭ��������������ȱ��ȱŘŖǯŖŖŖȱ���� ������ȱ��ħ�ȱ���ȱ���ȱ�������������ǯȱ�ħȱ�������ȱ�����������ȱnaar het verbeteren van onze prestaties. In de business case zullen we inzoomen op het optimaliseren van deze balans en dagen we de deelnemers graag uit hoe optimalisatie in hun visie eruit moet zien..

Gasunie is a European gas infrastructure company. The Gasunie network ranks among the largest high pressure gas pipeline grids in Europe, consisting ��ȱ����ȱŗśǰŖŖŖȱ����������ȱ��ȱ��������ȱ��ȱ���ȱ�����������ȱ���ȱ��������ȱGermany, dozens of installations and approximately 1,300 gas receiving ��������ǯȱ���ȱ������ȱ���ȱ����������ȱ������ȱ�����¡������¢ȱŗŘśȱ�������ȱ�����ȱ������ǯȱ������ȱ����ȱ���ȱ���ȱ�������ȱ���������ȱ��ȱ�����¢ǰȱ����������¢ǰȱ�Ĝ�����¢ȱand sustainability. Due to the reliability and strategic location of the Gasunie ��� ���ȱ��ȱ��������ȱ��ȱ�¡�������ȱ�������������ȱ���ȱĚ� �ǰȱ���ȱ��� ���ȱ�����ȱthe core of what is called the northwest European ‘gas roundabout’. We serve the public interest in the markets in which we are active and work to create optimum value for our stakeholders.

Gasunie and LNGBuilding energy supply of the future

During the Gasunie workshop, we would like to introduce the basics of ���ȱ�����ę��ȱ�������ȱ���ȱǻ��Ǽȱ��������ǰȱ���ȱ��ȱ�����¢ȱ�����ȱ���ȱ���ȱrelated stakeholders. The content will mostly be based on our Gate terminal �¡��������ȱ���ȱ��������ȱ����ǰȱ��Ě������ȱ���ȱ���������ȱ���������ȱ�ȱ���ȱ��������������ȱ������¢ȱ����ȱ��ȱ������ȱ���ȱ��ȱ����ǯȱ��ȱ����ȱ����ȱ�Ğ��ȱ���ȱ �������ȱ¢��ȱ ���ȱ����ȱ�ȱ��Ĵ��ȱ��� ȱ��ȱ������Ȃ�ȱ��������ǰȱ���ȱ���������ȱ��ȱan energy supply chain and of stakeholder management and that you will have practiced your negotiation skills with a mindset of long-term thinking..

Congres Conference

Page 30: Prospect 5.1

Workshops

pagina 30 / September 2011 pagina 31 / September 2011

Een duurzame toppositie in de wereld bekleden, dat is de ambitie van Schiphol ����ǯȱ����£���ȱ��ȱ������ȱ���ȱ�ħ���������ȱ������ǯȱ��ȱ����ȱ�������ħ�DZȱ����£���ȱ���������ȱ���ȱ����ħ�ǰȱ���ȱ��������ȱ���ȱ��ȱǻ�����Ǽ���������ȱ��������ǰȱ���ȱinnovator en kwaliteitspartner. Zo werken we nu al aan een aantal ambitieuze ��������������ȱ����ȱ����£�������ȱ��ȱ��ȱ�����ȱ����ħ�ǯȱ��ȱ �����ȱ �ȱ��ȱ�����ȱ����ħ�ȱǻŘŖŗŘǼȱ�ħȱ��������ȱ����ȱ���ȱ�����������ǰȱ��������ȱ��Řȱ��������ȱ �����ǯ

Draag jij bij aan de ambitie van Schiphol om een duurzame toppositie in de wereld te bekleden?

�ħ����ȱ��ȱ �������ȱ���������ȱ �ȱ ��ȱ��������ȱ����ȱ���ȱ������������ȱ��ȱ������ȱ�����������ȱ�����ǯȱ���ȱ����ȱ �ȱ������ȱ����ȱ���ȱ��ȱ�����ȱ£���Ƿȱ���������ȱ�����ȱ ħȱinzicht in actuele thema`s binnen Schiphol Group en de verschillende belangen en ������������ȱ ���ȱ ħȱ��ȱ��£�ȱ�����ħ���ȱ��������ȱ���ȱ��ȱ�����ȱ������ǯȱ��ȱ������ȱ���ȱ������ȱ�����ħȱ���ȱ���ȱ�������ȱ�ħ�����ǯ ���ȱ������������ħ��ȱ������ ������ħ�����ȱ��ȱ����£�������ȱ���ȱ ������ȱ�����ȱ ħȱ������ȱ���ȱ��ȱ���ȱ����º�ȱ��ȱ�����ȱ���ȱ�����ȱ�ħ������ȱ���ȱ��������ȱȽ������Ȃ�ȱ����ȱ���������ȱ�������Ƚȱ ����ȱ��ȱ��ħĞǯ.

In the beginning there was nothing. Well…soil, air, water were there…all �����ȱ��������ǯȱ�����ȱ ��ȱ���������ȱ�����ȱ�����ǰȱ�����ȱ ���ȱĚ¢���ȱ������ȱ����ȱ����ȱ��ȱ����ǰȱę��ȱ ��ȱ� ������ȱ������ȱ�����ę��ȱ��������ǰȱ�������ȱ���ȱĚ����ȱ���Ĵ����ȱ�����ȱ� ���ȱ�����ȱ������ȱ���ȱ�������ȱ�����ǯȱ���ȱ��ȱ�������ȱ������¢ȱ�����dz����ȱȁ ���ȱ���������ȂȱĚ�������ȱ��������ȱ��������ǯȱ���ȱbeginning is tough, also on him. Just look. It once crawled out of the water without looking back. It would be able to cast one last look at where it came from, the ocean, but it does not. Ah well, for the time being it leaves a large amount of excrement into the sea, its symbolically charged way to emphasize its decisions. It moves into the jungle to form into a naked ape with varicose veins, very long intestines and a thick layer of bacon. First eating vegetables -hence the long bowls (and wide jaws)- and then meat. Meat made its brain four times bigger in no time. Some time and evolution went by.

It takes what it wants and destroys what it does not want.

���ȱ������ȱ���ȱ�������¢ȱ�����ȱ���ȱ�����ǯȱ��ȱ��Ĵ���ǰȱ�����ȱ�������ȱ����ȱ���ȱelements somewhere where the smell is nice, rivers pleasantly murmur, ����ȱ��ȱ�����¢ǯȱ��ȱ��Ĵ���ȱ���ȱ ����ȱ��ȱ���ȱ� �ȱ�����ȱ���ȱ������ȱ��ȱ��ȱ���ȱ ���ȱ��ȱ ��ȱ ���ȱ������ȱ��ȱ���ȱ����ǯȱ�����ȱ��ȱ��� �ȱ���ȱ�����ȱ��ȱ���ȱ��� ��ȱę����ǰȱ����ȱ�����ȱ���ȱ��Ĵ���ȱ���ȱ���ȱ��������ǯȱ��ȱ���������ȱ�� �ȱ����ȱ����ȱ��Ĝ����ȱ�������ǯȱ�����ȱ�����ȱ��ȱ���ȱ����ȱ���£�ǰȱ���ȱ�����ȱĚ���ȱ���ȱ�����ȱ�����ȱ����ǯȱ��ȱhas strengthened its grip on the world, and let nobody say the opposite now. It takes what it wants and destroys what it does not want. Burn it down! That provides at least some space on which it can build; huts made of mud.

In an interactive workshop we are going to follow the journey of ‘food’ and energy to cities, the consequences of growth and possible solutions for cities to get back in balance..

Conference Congres

Page 31: Prospect 5.1

Workshops

pagina 30 / September 2011 pagina 31 / September 2011

�����ȱ���ę���ȱ�������ȱ���ȱ���ȱ������������ǰȱ��������£�ȱ��ȱ�¢��������ȱ�����ȱhigh potentials met dezelfde passie: het verbeteren van service in Nederland. Met ���ȱ������ȱ����ǰȱ������ȱ�������ȱ������������ǰȱ������ȱ�����ȱ���ę������ȱ���������ȱ���ǯȱ�ħȱ�����ȱ������ȱ����ȱ���ȱ�������������ȱ���ȱ���������������ȱ���ȱ�������ȱserviceorganisaties op het gebied van ICT, communicatie, HRM en Financiën.

��������ȱ�����ȱ���ę�����ȱ��ȱ �������ȱ���ȱ�����ȱ���ę���ȱ��ħ�ȱ��ȱ���ȱ�����ȱ���ȱ��£�ȱ����ħ���������ǰȱde opdrachten van Trainees en de inhoud van het Talent Program. Je gaat in ��������ȱ���ȱ��ȱ����ȱ���ȱ���ȱ����ȱ���ȱ���������ȱ��ȱ��ȱ���ȱ�����ħ���������ȱ���ȱ���ȱ�����ȱ���ę�����ǯȱ�������ħ��ȱ������ȱ�����ħȱ£ħ�DZȱ���ȱ����ȱ�����ȱ����������ȱ���ȱ��ȱ��� ������ȱ���ȱ��ȱ���ȱ��ȱ����ȱ����ȱ���ȱ����������ȱ�������ǵȱ���ȱ£ħ�ȱ��ȱstakeholders? Wat is je plan van aanpak? En hoe ga je de oplossing presenteren aan de opdrachtgever?

�Ê�����������ȱ��ȱ�����ȱ���ę���ǵȱ���ȱ£���ȱ �ȱ��ȱ�����ȱ�ħ����ȱ��ȱ���ȱ����������ȱŘŖŗŗǯȱ���������ȱ�����������ȱ �ȱ�������ħ��ȱ���ȱ����������ȱ ���ȱ��ȱ���ȱ����ȱ����ȱ�����ǯȱ����ȱ����ȱ����������ȱ���ȱ��ȱ���ȱ�ħ���ȱ�����ȱ��ȱ��£�ȱ ������DZȱ   ǯ¢�������ę���ǯ��ȱ��ȱ����ȱ�������ȱ��ȱ���ȱ��£�ȱ���������ȱ���ȱ������ǯ����������ȓ¢�������ę���ǯ��ȱ��ȱŖŜȬŚŝŗśŝŚşŗ.

��ȱ���������������ȱ��ȱ���������ȱ���ȱ���ȱ�ħ�ǯȱ���ȱ��ȱ��ȱ���£��������ȱ����ȱ����ȱ�����������ǰȱ��������ȱ��ȱ����������ǯȱ�ħȱ���ȱ�ħ�ȱ �����ȱ�����ħ��ȱ��ǯȱŗŘŖǯŖŖŖȱ������ȱ���ȱ£����ȱ���ȱ���ȱ��������ȱ�����ǯȱ�������ħ�ȱ£ħ�ȱ��ȱ���� �ȱ����������ȱvan de Belastingdienst daarvan een bekend voorbeeld. Maar de dienst doet veel meer.

De Belastingdienst, int niet alleen belastinggeld, maar keert ook uit.�ħ���������ȱ��ȱ���������ȱ����ȱ£���ǰȱ����ǰȱ������������ȱ��ȱ��ȱ�������ħ����ǯȱ������ȱ�������ħ��ȱ ������������ȱ£ħ�ȱ��ȱ���������ȱ���ȱȱę�����ǰȱę�����º��ȱ��ȱeconomische fraude en het houden van toezicht op de in-, uit- en doorvoer van goederen.

�ħȱ��ȱ���������������ȱ �����ȱ��ȱ������ȱřŖǯŖŖŖȱ������ȱ���ȱ�������������ȱ�¡��������ǯȱ��ȱ··�ȱ��ȱ���ȱ£ħ�ȱ�����ȱ������ȱ���ȱ�������������ȱ����ȱ���ȱ�����ȱ�����������ǰȱ��ȱ�����ȱ����ȱ���ȱ������������������ȱ������Ȭ�����£�����ȱ�ħȱ�����������ȱ��ȱ�����ȱondernemingen of is werkzaam als invorderingsspecialist. ����������ȱ������������ȱ£����ȱ����ħ����������ȱ��ȱ�����������ȱ���ȱ��ȱ������ȱ��ȱ��£�ȱorganisatie tegen met name binnen het proces klantbehandeling en toezicht.

��ȱ��ȱ���������ȱ�� ���ȱ��ȱ ��ȱ��ȱ����ȱ ����ȱ����ȱ��ȱ ���£��������ȱ�ħȱ��ȱ���������������ȱ��ȱ��ȱ�����������ȱ���ȱ£��ȱ������ȱ��ȱ���� �ȱ�������ǰȱ����ħ�ȱ��ȱ���ȱ��ȱvoor onze interactieve workshop..

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Kick-Off Event

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���ȱ ���Ȭ�ěȱ�����ȱ��ȱ�ȱ�� ȱ����ȱ��ȱ����ȱ¢���Ȃ�ȱ����������Dzȱ���ȱtwo consecutive conference days will be opened with a lecture by former vice-president and winner of the Nobel Prize for peace, Al Gore.

Al Gore will be providing us an engaging lecture available for students of the Faculty of Economics and Business, business participants, alumni and guests. The event will take place on the morning of the 29th of September, and will start at 08:30 at Martiniplaza.

Former Vice President Al Gore is chairman of Current TV, an Emmy award winning, independently owned cable and satellite television network for young people based on viewer created content and citizen journalism. He also serves as chairman of ���������ȱ����������ȱ����������ǰȱ�ȱę��ȱ����ȱ��ȱ�������ȱ��ȱ�ȱnew approach to sustainable investing.

Al Gore is a member of the board of directors of Apple, a senior �������ȱ��ȱ�����ǰȱ���ȱ�ȱ�������ȱ��ȱ���ȱ�������ȱ�������ȱę��ȱ ������ȱ�������ȱ���ę���ȱǭȱ�¢���ǯȱ�ȱ��ȱ�ȱ��������ȱ���������ȱ��ȱ������ȱ���������ȱ�����ȱ���������¢ȱ��ȱ������������ǰȱ���������ǰȱ���ȱ������ȱ���ȱ��������ȱ���ȱ�������ȱ����������ǰȱ�ȱ���Ȭ���ę�ȱorganization designed to help solve the climate crisis.

��ȱ���ȱ ��ȱ�������ȱ��ȱ���ȱ�ǯ�ǯȱ����ȱ��ȱ���������������ȱ��ȱŗşŝŜǰȱŗşŝŞǰȱŗşŞŖȱ���ȱŗşŞŘȱ���ȱ���ȱ�ǯ�ǯȱ������ȱ��ȱŗşŞŚȱ���ȱŗşşŖǯȱ�ȱ ��ȱ�����������ȱ��ȱ���ȱ����¢ȬęĞ�ȱ����ȱ���������ȱ��ȱ���ȱ������ȱStates on January 20, 1993, and served eight years. During the Administration, Al Gore was a central member of President

Clinton’s economic team. He served as President of the Senate, a Cabinet member, a member of the National Security Council, and as the leader of a wide range of Administration initiatives.

He is the author of the bestsellers ‘Our Choice: A Plan to Solve the Climate Crisis, The Assault on Reason, Earth in the Balance’ and ‘An Inconvenient Truth’ and is the creator of the Oscar-winning documentary, based on ‘An Inconvenient Truth’. Al Gore is the laureate, shared with the Intergovernmental Panel on Climate Change, of the 2007 Nobel Peace Prize for ‘informing the world of ���ȱ�������ȱ�����ȱ�¢ȱ�������ȱ������Ȃǯȱ������ȱ���ȱ ���Ȭ�ěȱ�����ǰȱAl Gore will focus in his lecture on climate change, sustainability and responsible leadership.

Conference moderator of the event is Wubbo Ockels; Dutch ��¢������ǰȱ���������ǰȱ�����ȱ���ȱ���������ǯȱ��ȱŗşŞśǰȱ��ȱ ��ȱ���ȱę���ȱ�����ȱ���ȱ��ȱ����ȱ�ȱĚ����ȱ�������ȱ�����ǯȱ������ȱ���ȱ�������ȱ�����������ȱ���ȱ��¢����ȱ��ȱ���ȱ�ħ��������������ȱ��������ǯȱ��ȱ1978, he obtained his PhD with his research for the ‘Kernfysisch Versneller Instituut’ (KVI). In the same year, Ockels was selected by the ESA (European Space Agency) to join in cooperation with NASA in the so-called Spacelab project.

In 1980 and 1981, he studied at the Lyndon B. Johnson Space ������ȱ��ȱ��¡��ȱ��ȱ������ȱ��ȱ���������ǯȱ��ȱŗşŞřǰȱ������ȱ���ȱę���ȱ��������ȱĚ����ǰȱ��ȱ ��ȱ ������ȱ��ȱ���ȱĚ����ȱ������ȱ��ȱ���ȱ�������ȱ���ȱ���ȱ��� ǯȱ��ȱŗşŞśǰȱ����ȱ���ȱřŗ��ȱ��ȱ�������ȱ�����ȱ���ȱŜ��ȱ��ȱNovember he was a participant in the space voyage with the ��������Ĵ��ȱ����������ǯȱ

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Congres Conference

In 1986, Ockels was employed by ESTEC, the center for space �������������ȱ���ȱ���������¢ȱ��ȱ����� ħ�ǯȱ������������¢ǰȱ��ȱ������ȱ���������ȱ��ȱ���ȱ���������ȱ���������¢ȱ��ȱ���Ğȱ��ȱŗşşŘǯȱIn 2003, Ockels was employed as professor in Sustainable ���������¢ǯȱ�ȱ���ȱ�� �¢�ȱ����ȱ���������ȱ��ȱ���ȱ���������¢ȱ��ȱ��������ȱ��ȱ��ȱ�Ĝ�����ȱ���������ǯ

Currently, Wubbo Ockels is occupied with several projects regarding sustainability, which makes him the right person to ����ȱ���ȱ ���Ȭ�ěȱ�����ȱ�ȱ�������ǯ

���ȱ ���Ȭ�ěȱ�����ȱ ���ȱ�����ȱ ���ȱ�ȱ���������ȱ��ȱŖŞDZřŖȱ ����ȱ������������ȱ ���ȱ��ȱ �������ȱ ���ȱ���ȱ���ȱ��ě��ǯȱ��ȱŖşDZŖŖȱ������������ȱ ���ȱ��ȱ������ȱ���ȱ���ȱ�����ȱ ���ȱ�����ȱ��ȱŖşDZŗśǯȱ��ȱŖşDZŗśǰȱ���ȱ�����ȱ ���ȱ��ȱ������ǰȱ���ȱ��ȱŖşDZřŖȱ���ȱ�������ȱ�¢ȱ��ȱ���ȱwill start.�Ğ��ȱ���ȱ�������ǰȱ�����ȱ ���ȱ��ȱ��ȱ����������¢ȱ��ȱ���ȱ���������ȱduring the Q&A session..

�������ȱ���������ȱȮȱ ���Ȭ�ěȱ�����ȱ����������£�ȱŘş��ȱ��ȱSeptember

08.30 – 09.00 Reception participants ŖşǯŗśȱȮȱŖşǯřŖȱ �������ȱ�¢ȱ�����ȱ������ȱ09.30 – 10.30 Lecture by Al Gore ŗŖǯřŖȱȮȱŗŖǯśŖȱ �ǭ�ȱ�������ȱŗŖǯśŖȱȮȱŗŗǯŗŖȱ �������ȱ�������ȱ�¢ȱ�����ȱ������11.10 – 12.30 Network meeting for business participants

Partners:

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Jules Kortenhorst was born on the third of February in 1961 in Oss. After completion of the Gymnasium-B in ’s-Hertogenbosch in 1979, he studied General Economics at ���ȱ�������ȱ���������¢ȱ��ȱ���������ȱ ����ȱ��ȱ�����������ȱ��ȱMonetary Economics. He also achieved a MBA at the Harvard Business School.

After his studies, he worked as an analyst for McKinsey and furthermore occupied several functions at Shell from 1986 to 1994, including General Manager at Shell Bulgaria.In 2001, he became a member of the CDA and at the parliament elections in 2006, he was chosen as member of the parliament. He left the parliament in 2008 to become chairman and founding CEO of the European Climate Foundation, an organisation that focuses on influencing the policy regarding climate problems.

Kortenhorst also was CEO of International Operations at ClientLogic Corporation, a global leader in Customer Relationship Management solutions. Before this, he was also ���ȱ��ȱ�����ȱ�������ǰȱ�ȱ�ȱ������������ȱ��ȱ���ȱ������ȱ������ǯȱCurrently, Kortenhorst is chairman of Topell Energy..

Jules Kortenhorst

Robert Kleiburg holds an MBA from Henley Management College and a degree in Mechanical Engineering. He has over 20 years of experience in the field of renewable energy, climate policy and organizational change. Mainly, he has worked for Shell as climate change manager, Vice-President Shell Renewables & Hydrogen and program manager Shell Trading.

Robert Kleiburg currently holds the position of Director Research and Development at ECN since the first of June 2011..

Robert Kleiburg

Masterclasses

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Agenda

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�������ȱ���ȱ�ħ��ȱ ��ȱ����ȱ��ȱŗşŜśȱ���ȱ�������ȱ���ȱ�������ȱ��ȱ��������ȱ��������������ȱ��ȱŗşŞřǯȱ�Ğ��ȱ����������ȱ���ȱ�������ǰȱ���ȱmoved to Maastricht in 1989 to work as Product Manager at DSM Chemicals. This was a deliberate decision to gain experience outside ��ȱ���ȱ�����¢ȱ��������ȱ���ȱ�ħ��ȱ����ǯȱ���ȱ���ǰȱ�� ����ǰȱ������ȱ��ȱZwolle to take a position in the export department of the family organisation. In 2000, she took over her father’s position as CEO of the organisation.

Successfully directing the company, she earned the title ‘Businesswoman of the year 2010’. This title was given to her mainly �������ȱ��ȱ���ȱ�����ȱ��ȱ�������������¢ȱ���ȱ����������ǯȱ���ȱ�ħ��ȱVerf is the largest independent producer of paint of the Netherlands and has satisfying results in the Netherlands, as well as abroad.

�������ȱ���ȱ�ħ��ȱ�����ȱ�ȱ������ȱ��ȱ����������ȱ���������ǰȱ����ȱ��ȱmember of the directory board at VNO-NCW and member of the ����ǰȱ�ȱ��������ȱ�����������ȱ��ȱ���ȱę���ȱ��ȱ�����ǯ.

Marlies van Wijhe

Masterclasses

September 29th, Academic Day14.00 Reception

14.30 Opening chairman EBF Conference 2011 (Omri Azoulay)

ŗŚǯřśȱ ȱ �������ȱ����������ȱ���������ȱǻ�������ȱ������Ȭ������Ǽ

ŗŚǯśśȱ ȱ ������¢ȱ�������ȱŗ

ŗśǯřŖȱȱ ȱ �����

ŗśǯŚśȱ ȱ ��������ȱ��������ȱ�������

17.00 Break

17.10 Plenary lecture 2 (Jakob de Haan)

ŗŝǯŚśȱ ȱ �������ȱ�������

18.00 Social drinks

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Agenda

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September 30th, Conference Day 09:30 Opening by chairman EBF Conference 2011 (Omri Azoulay)

ŖşDZřśȱ ȱ �������ȱ�¢ȱ����������ȱ���������ȱ���ȱ�����ȱǻ������ȱ��������ȱ���ȱ�������ȱ����¢ȱ��Ǽȱ

ŖşDZŚśȱ ȱ ������¢ȱ�������ȱŗȱǻ��¡ȱ�������ǰȱ������ȱ��������ȱ���Ǽ

ŗŖDZŘśȱ ȱ ������¢ȱ�������ȱŘȱǻ����ȱ���ǰȱ���ȱ�����ȱ���¢�Ǽ

ŗŖDZśśȱ ȱ �����

11:20 Masterclasses, workshops & alumni programme

13:20 (Business) lunch

14:20 Parallel lectures 1 (Springerzaal / Theaterzaal)

ŗśDZŖŖȱȱ ȱ ��������ȱ��������ȱŘȱǻ��������£���ȱȦȱ�������£���Ǽ

ŗśDZřśȱ ȱ �����

16:00 Plenary lecture 3 (Jacqueline Cramer, Former Minister VROM)

ŗŜDZřśȱ ȱ ������¢ȱ�������ȱŚȱǻ������ȱ �����ǰȱ��Ȭ�������ȱ �¢����ȱ���ȱ�����Ś����Ǽ

17:20 Social drinks

ŗŞDZŚśȱȱ ȱ ������ȱ��ȱ�������ȱ������

ŘŗDZřŖȱ ȱ �Ğ������¢

Parallel lectures

Springerzaal

Moderator: Frans Weisglas

Lecture 1: Cees ’t Hart

(CEO FrieslandCampina N.V.)

�������ȱŘDZȱ����ȱ��� ��ěȱ

(CEO British Telecom Operate)

Theaterzaal

Moderator: Jan Pronk

Lecture 1: Dick Benschop

(President Shell Nederland B.V.)

Lecture 2: Douglas Meikle

(CEO Stork Technical Services)

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The EBF Conference is the annual conference of the Economics and Business Student Faculty Association in Groningen. This conference, organised for students, business participants and alumni, takes place at Martiniplaza. Besides the regular program, the EBF Conference includes a special program for alumni. Therefore, we invite you to join us at the EBF Conference on the 29th and 30th of September.

About the Conference

���ȱ���ȱ����������ȱ���ȱ��ȱȁ��������ȱ��¢Ȃȱ��ȱ���ȱ�Ğ������ȱof the 29th of September which takes place at the Faculty of Economics and Business and a conference day on the 30th of September at Martiniplaza.

���ȱ����������ȱ��ȱ�������������ȱ�¢ȱ�ȱ�����ę�ȱ�����ǯȱ����ȱyear’s theme is ‘Reboot: Responsible Leadership, Responsible Growth’. The theme is divided into three subthemes: (1) Decisions in the present, Implications in the Future; (2) The Sustainability Priority; and (3) The Role of Leadership. The key points of the theme are sustainability, responsible leadership, energy and corporate social responsibility.

������ȱ���ȱ����������ǰȱ�ȱ������ȱ��ȱ�¡�����ȱ��ȱ���ȱę����ȱ��ȱbusiness, politics and science will shed their light on the theme. Both days have a conference moderator to provide critical questions. On the academic day, this is Charles ������Ȭ������ȱ���ȱ��ȱ���ȱ����������ȱ��¢ȱ���ȱ�����ȱ���ę���ȱthis position.

As mentioned above, the academic day takes place at the ������¢ȱ��ȱ���������ȱ���ȱ��������ǯȱ����ȱ�����������ȱ�Ğ������ȱwill consist of multiple parallel lectures of research centres of the Faculty, alternated by lectures by professors. The second ����������ȱ��¢ȱ��ȱ����������£�ȱ����ȱ���ȱ���¢ȱ����ȱ�ȱ�������ę�ȱapproach, but also has a strong business, economic and political character.

AlumniWhat’s special for alumni

For you, as alumnus, we have organised an exclusive programme on the second conference day. The alumni programme takes place from 11.20 to 13.20. This event will be opened by the Faculty dean, Harry Garretsen, and will continue with a lecture by Huub Rakhorst ǻ���ȱ������Ǽǰȱ ��ȱ ���ȱ�������ȱ���ȱ�����ȱ��ȱ�������ȱ�����¢ȱand the necessity of nuclear energy as an alternative for fossil fuels. Furthermore, Frans Weisglas will give a lecture on the activities of Terre des Hommes.

The alumni programme is an ideal occasion to keep in touch  ���ȱ¢���ȱ������ȱ����� ȱ��������ǯȱ�Ğ��ȱ���ȱ������ȱ�������ǰȱyou will join the regular programme and follow the other lectures of the conference day. The day will end with social drinks at the Martiniplaza and a dinner in the Martini church.

�� DZȱ���ȱ����Ȭ�ěȱ�����This year, a new activity is included in the EBF Conference, �����¢ȱ�ȱ ���Ȭ�ěȱ�����ȱ����ȱ ���ȱ����ȱ�����ȱ��ȱ���ȱ�������ȱ��ȱ���ȱŘş��ȱ��ȱ���������ȱ��ȱ����������£�ǯȱ��ȱ���ȱ ���Ȭ�ěȱ�����ǰȱ������ȱ����Ȭ���������ȱ��ȱ���ȱ������ȱ������ȱ���ȱ�����ȱ���£�ȱwinner Al Gore gives a lecture. The event will be led by Wubbo Ockels. As alumnus, you are invited to join us at this lecture and discuss sustainability, responsible leadership and climate changes.

Additional Information

The costs for alumni of the Faculty of Economics and Business ���ȱǧşşȱ���ȱȱ���ȱ������ȱ����������ȱ��¢ǯȱ���ȱ���ȱ ���Ȭ�ěȱ�����ǰȱthere is a special price for contributors of the ‘Stichting aEB’  ����ȱ��ȱǧŘśŖȱǻ���ȱ��������ȱ����ȱ��ȱǧřŖŖǼǯ

For more information we would like to direct you to our  ������ȱ   ǯ�������������ǯ��ǰȱ�����ȱ¢��ȱ ���ȱę��ȱ�ȱ��������ȱcontaining all necessary information. If you have any questions or remarks you can contact us �������ȱ���ȱ ������ǰȱ��ȱ��ȱŖśŖȬřŜřşŖŗŞǯ.

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OrganisationBoard of Recommendation

Drs. M.J. van den BergQueen’s Commissioner Groningen

Prof. dr. A.H.G. Rinnooy KanChairman Social-Economic Council

Prof. dr. A. HeertjeEconomist, Emeritus Professor, Columnist

���ǯȱ�ǯȱ�ħ�����CEO DSM N.V.

Prof. dr. J.P. Pronk������ȱ��������ȱ���ȱ�������ȱ����¢ȱ��

Dr. Ir. G.J. KleisterleeFormer CEO Philips Electronics N.V.

Drs. G.J. LankhorstCEO Gasterra

Drs. Ir. J. van der VeerFormer CEO Royal Dutch Shell

Dhr. H. WiegelChairman Health Insurance Netherlands

Prof. dr. W.J. Ockels���������ȱ��ȱ���Ğǰȱ������ȱ����Ȭ���ȱAstronaut

Prof. Drs. G.J. CerfontaineFormer President & CEO Schiphol Group

��ǯȱǯ�ǯȱ�ħ���CEO Akzo Nobel N.V.

Ir. R. WillemsMember of Parliament CEO Shell Netherlands B.V. (2003-2007)

Prof. dr. C.J. JepmaPresident Energy Delta Institute

Prof. dr. E. Sterken������ȱ�����ę���ȱ���������¢ȱ��ȱGroningen

Prof. dr. J. de HaanHead of Economics and Research Division De Nederlandsche Bank

Prof. dr. F. Zwarts������ȱ������ȱ�����ę���ȱ���������¢ȱ��ȱGroningen

Drs. F.W. WeisglasFormer Parliament Chairman

Dr. J.P. RehwinkelMayor of Groningen

Drs. C.M.S. Smits-Nusteling���ȱ ������ħ��ȱ ��ȱ�ǯ�ǯ

Advisory Board

Prof. dr. A. HeertjeEconomist, Emeritus Professor, Columnist

Prof. dr. E. Sterken������ȱ�����ę���ȱ���������¢ȱ��ȱGroningen

Prof. dr. Mr. C.J. JepmaFormer President Energy Delta Institute

Prof. dr. H. van EesProfessor Faculty of Economics and Business

Prof. dr. J.H. GarretsenDean Faculty of Economics and Business

Prof. dr. C.G.M. SterksDirector Donald Smits Center for Information Technology

Drs. A.H. BeuneDirector Raedthuys Groep

Drs. G. van WervenDirector Energy Valley

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EBF Conference board 2011

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���ȱ��������Treasurer / Acquisition

Erik Mol

Acquisition

�������ȱ����Logistics / Theme & Speakers

Ilse Spoelstra

Public Relations

Supervisory Board

Diederik LangenbergChairman EBF Board 2009-2010

Frido van Driem������ȱ�ě����ȱǭȱ����������ȱ���������ȱ���ȱ�����ȱ2009-2010

������ȱ�Ĵ�Chairman Economic Conference 2008

Martin van der Meulen������ȱ�ě����ȱǭȱ����������ȱ���������ȱ���ȱ�����ȱ2010-2011

EBF Conference Board

Omri Azoulay

Chairman

Mart Beune

Vice-chairman / Theme & Speakers

Joram KokChairman EBF Board 2010-2011

Iris Follender GrossfeldChairman EBF Conference 2010

Floor RienksAcquisition EBF Conference 2010

F.l.t.R Jan Geschiere, Ilse Spoelstra, Mart Beune, Jolanda Mars, Erik Mol, Omri Azoulay

Congres Conference

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‘Choose a job you love, and you will never have to work a day in

your life.’

Whereas Confusion wrote those famous words more than 2000 years ago, they have never been more meaningful than they are today. If your profession is a passion, you will never have to work another day. You will find joy and pleasure in the tasks you execute, and know that what you do has value and meaning for yourself as well as for those around you. It is also not a question of money or financial reward. The true satisfaction is within you. Picasso never retired. Einstein thrilled to do his tasks throughout his life. Gandhi changed the history and perception of his nation, as well as others across the globe. Why? They loved what they did and they did it with pleasure and enthusiasm.

Perhaps you already know what your dream career or who your ideal employer is. However, you might still be waiting for the opportunity to get in touch with them personally; either in a formal or informal way. Another possibility is that there are other careers that you have not yet thought of, which could stimulate and excite you even more. We, as the committee of the Recruitment Days 2011, provide you with the opportunity to meet the recruiters of approximately forty companies and government agencies during our three-day event. In other words, we help you to make that first important step in your career, and to decide which companies best suit your professional objectives and profile.

Recruitment DaysDuring the Recruitment Days a variety of great activities such as company presentations, cases, lunches, dinners, individual interviews and drinks will be organised. Besides this, you will be able to enjoy free lunches and our great end-party! You can subscribe for our event from the 17th of October until the 21st of November. The Recruitment Days take place on 13, ŗŚȱ���ȱŗśȱ��������ȱŘŖŗŗȱ��ȱ����������£�ǯ

The Recruitment Days committee is working very hard to organise this amazing event. Do you want more information about our event? Don’t hesitate to stop by in our room 0101 in the Interim Building.

See you all at the Recruitment Days 2011!

The Recruitment Days Committee 2011Janine, Mathijs, Rinse, Anne, Floor, Daan and Lara.

Conference Congres

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Centraal Bureau voor de Statistiek

Gold sponsors

Silver sponsors

Bronze sponsors

Energie Nederland, Gemeente Groningen, Nudge, Noorderlink, mauritsgroen-mgmc, ���������ȱ�����ȱ����ȱ��ȱ���ȱ��ȱ�ě�����������ǰȱ���Ȭ���ȱ�����

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Jim O’NeillChairman Goldman Sachs Asset ManagementAuthor: Mart Beune

���ȱ������ȱ���ȱ���ȱ�Ȃ�����ȱ�������ȱ��ȱ���ę�ȱ���ȱ��������ȱof Chairman at Goldman Sachs Asset Management International. Besides this he is a popular guest speaker and analyst for e.g. Sky News and CNBC.

Can you tell us something about your career and how you became

��������ȱ��ȱ������ȱ�����ȱ�����ȱ����������ȱ�������������ǵ‘I became Chairman of Goldman Sachs Asset Management �������������ȱ�����ȱ���ȱ������ȱ���ǰȱ�Ğ��ȱ���������¢ȱ�����ȱhead of the economics, commodities and strategy research department. In addition, I was Chief Economist for the best part of ten years, and before that, Chief Currency Economist ���ȱ��Ȭ���ȱ��ȱ�����ȱ���������ǯȱ�ȱ�Ğ��ȱ����ȱ��ȱ�����ȱthat I had the best economics job in the world, certainly in the private commercial sector. As many of your students probably know, Goldman Sachs, and especially I, have become known for having created the BRIC (Brazil, Russia, India and China) acronym about nine and half years ago. Now, as Chairman of Goldman Sachs Asset Management International, I have to put all that past experience into practise more and more. And I can tell you that this is a big responsibility and challenge, however it is quite exciting too.’

Could you explain us what your typical work week looks like?

‘There is not such a thing as a typical work week in my position, my work week is quite varied. I travel frequently, and in fact, my biggest challenge is trying to travel less, and to say no to the many fantastic things I get invited to, including speaking at your Student Association. I probably get invited to go somewhere in the world anywhere up to eight times every day, and most of them are all highly interesting but unfortunately I cannot commit to all of the invitations. I spend a lot of my time in the BRIC countries, especially China. I travel to New York frequently, and as the Chairman and ‘voice’ of Goldman Sachs Asset Management �������������ǰȱ�ȱ��ȱ�Ğ��ȱ�����ȱ��ȱ�����ȱ�����ȱ���������ȱ���ȱ����ȱ���ȱ ����ǯȱ�����ȱ�ȱ��ȱ��ȱ������ǰȱ�ȱ�Ğ��ȱ����ȱ��������ȱwith visiting clients. I also chair a ‘CIO‘ meeting every two weeks with our most Senior Portfolio Managers to try and develop a stronger common theme across our investments. ����������¢ǰȱ�ȱ�Ğ��ȱ ����ȱ��ȱ���ȱ�� �������ǯȱ��ȱ�¢ȱoccasional spare moments, I like to read , and of course, I am �Ĵ���¢ȱ��������ȱ�����ȱ����������ȱ������ȱ��������ȱ����ǯȂ

����ȱ����ȱę�������ȱ�������������¢ȱȮȱ��ȱ�����������ȱ�����ȱ����������ȱȮȱ����ȱ��ȱ¢��ǵ‘I am not really sure because in my opinion the art of investment management is to provide good, steady returns and reliable and genuine client advice and support. ��ȱ��ȱ�����¢ȱ��Ĝ����ȱ��ȱ��ȱ����ȱ��ȱ��������ȱ������Ȃ�ȱ����¢ȱ

Headlines Kopstukken

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Jim O’Neill

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�������ȱ�����ȱ��ȱ�Ğ��ȱ����ȱ����������¢ǯȱ������ȱ������ȱnot be under any illusions about that. However, we are ��������¢ȱ��Ĵ���ȱ�������ȱ�����ȱ��ȱ�������������ǰȱ������ȱand governance research and sustainability analysis implementation in our Goldman Sachs Asset Management Division. We also have a global team of ESG specialists integrated into the investment teams.’

How do you pursue sustainability yourself in your current

position?

‘On a personal basis, the key factors I have found is to be (1) honest with yourself and everyone else; (2) do not over �������ǯȱ��ȱ��¢�����Dzȱ��ȱ��ȱ��Ĵ��ȱ��ȱ�����ȱ�������DzȱǻřǼȱ������ȱa self belief to say no politely because sometimes you just have to; and (4) keep a close eye on objective indicators and aspects of markets that seem reliable through time, such as valuation.’

����ȱ��ȱ¢��ȱ�������ȱ��ȱ���ȱ����ȱ��ȱ����������ȱ��ȱ���������ȱę�������ȱsustainability?

‘All the aspects of how I answered the previous two questions. In addition, one should genuinely try to think globally. Too many people, especially from the West and from my generation, have a view that is biased from a western perspective. In this regard, I think what happens in China within the next six months for example, is much more important than anything in Greece for example.’

��ȱ ���ȱ�¡����ȱ��ȱ������ȱ�����ȱ��������ȱ��ȱ�������������ȱsustainability?

‘It is not something that I am focused on that much, but I �����ȱ �ȱ����ǰȱ��ȱ�ȱę��ǰȱ�ȱ���ȱ��ȱ��������ȱ��ȱ�������������¢ǯȱ�����ȱ��ȱ�ȱ��������ȱ����ǰȱ���ȱ��ǰȱ������ȱ���ȱ�¡�������ȱ�Ĝ��ȱthat researches and publishes on the topic, and within Global Investment Research, there is a very successful stock research business under the umbrella of ‘Goldman Sachs Sustain’. I would like us to pursue more of this, but it has to be seen in ���ȱ�����¡�ȱ��ȱ ���ȱ �ȱ�������ȱ��ȱ�������ȱ��ȱ�ȱ��Ĵ��ȱ �¢ǯȱ

Also, each of our business areas have an important role to play in implementing our commitments under the Environmental Policy Framework and contributing to environmental progress. The Environmental Markets Group coordinates this and works closely with each business area ��ȱ������ȱ���ȱ������ȱ���ȱ�����ȱ���ȱ�ě�������¢ȱ���������ǯȱSince this Framework, we have invested over $3 billion in clean energy and environmentally friendly projects. The �����ȱ�����¢ȱ�����������ȱ���ȱ��ȱ���ȱę���ȱ��ȱ ���ǰȱ�����ȱ���ȱgeothermal energy.’

What is your opinion about private banks being bailed out?

ȁ�ȱ�����ȱ����ȱ��ȱ���ȱ������ȱ������ǰȱ������ȱ ������ȱ���ȱ�����ȱof Europe, and perhaps elsewhere, the scale of the post Lehman Brothers shock was so large and dangerous, it was critical that policymakers intervened to reduce the likelihood of a severe economic shock. Supporting private institutions in this regard was necessary.

“What happens in China within” the next six months is much more”

important than anything in Greece”

Headlines Kopstukken

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��ȱ��ȱ���������ȱ��ȱ��������ȱ����ȱ���¢ȱ��ě�����ȱ�����ȱ��ȱę�������ȱ�������������ȱ��������ȱ����ǰȱ��ȱ���ȱ����ȱ����ȱ����ȱ�����ę�ȱȁ�����Ȃȱ ��ȱ�ȱ�����ȱ�ȱ�����ȱ��ȱ�����ȱ������������ǯȱIt was a severe systemic shock that occurred because ���ȱ�������ȱ������ȱ�������ȱ������ȱ��ȱ���ȱ������ȱ������ȱreversed, and reversed rather dramatically.’ What do you believe is the consequence of the recent bail outs on

���ȱę�������ȱ�¢����ǵȱ‘It has been necessary as I discussed. The post bailout environment has led to too much focus on blaming various participants, and it is a too populist view to blame bankers. �����¢������ȱ��������ȱ����ȱ���ȱ������ȱ��ȱ���ȱę���ȱ�����ȱ���ȱ���¢ȱ������ȱ��Ě���ȱ����ȱ��ȱ�����ȱ� �ȱ����ǯȱ����ȱ�����ȱ����ǰȱ����ȱ�¢ȱ�����¢ȱ¢����ȱ��ȱ�¡��������ǰȱ��ȱ��ȱ��Ĝ����ǰȱ���������¢ȱin democracies, to stop excess and bubbles. Therefore, we ������ȱ�����ȱ��ȱ�ȱ����ȱ�ě������ȱ���������¢ȱ�����������ǰȱquality instead of quantity, so we can deal with the next one, ��Ĵ��ǯ

To what extent do you believe bail outs are sustainable?

�ȱ�������ȱ��ȱ����ȱ�ȱ������ȱ��ȱ���ȱŗşřŖ�ǰȱ���¢ȱ���ȱ��ę�����¢ȱnecessary. And yes, they are therefore sustainable, as otherwise, the risk of much more dramatic swings in the global economic cycle would occur. These dramatic swings need to be avoided.

����ȱ��ȱ¢���ȱ�������ȱ��ȱ�¡�������ȱ��������ȱȮ���ȱ�������ȱ��ȱthe banking system?

I think the compensation systems probably played a role in the crisis, but perhaps not as much as many �����ǯȱ���ȱ������ȱ ��ȱ������ȱ�¢ȱ���ȱ�����ȱ��ȱ���ȱ������ȱStates housing bubble. As a sixteen year Goldman Sachs partner, and one that was a partner before we were public, I think bonuses should be tied more to genuine long term outperformance, and not measured on just an annual basis. It is important to have remuneration linked to genuine long term performance.

What advice can you give our fellow students from the

Netherlands regarding their future?

Keep an open mind and explore the world, especially the world of the BRIC. Be as objective as possible and don’t believe everything you read in the press. Say ‘no’ as part of your business and general life, but make sure it is done politely. And most importantly, enjoy yourselves!.

Kopstukken Headlines

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Academic Day,

Thursday, September 29th

The academic day of the EBF Conference will be at the Faculty of Economics and Business at the Zernike Complex. This day will be ������ȱ ���ȱ���ȱ ���Ȭ�ěȱ�����ȱ��ȱ����������£�ǯ

Zernike Complex��Ĵ�������ȱŘ9747 AE Groningen

Conference Day,

Friday September 30th

The second day of the conference will take place at the Martinaplaza conference centre.

Leonard Springerlaan 29727 KB Groningen

���ȱ���ȱę���ȱŚśŖȱ������������ȱ�����ȱ ���ȱ��ȱ�ȱ��¡������ȱ3-course diner in the historical church Martinikerk.

Martinikerkhof 39712 JG Groningen

���Ȭ�ěȱ����� Academic Day Conference Day ���Ȭ�ěȱ�����ȱƸȱ��������ȱ��¢ȱƸȱConference Day

FEB students, EBF member ǧȱŗś ǧȱŝǯśŖ ǧȱŗś € 19

FEB students, non EBF member ǧȱřś ǧȱŝǯśŖ € 19 € 39

������¢ȱ���ěȱ������ € 300 ǧȱŝǯśŖ € 19 € 300

Alumni ǧȱŘśŖ - € 99 € 300

Business participants € 300* - ǧȱŘśŖȘ € 400*

* Prices exclusive of VAT

The special alumni price only holds for donors of the aEB, not for regular members. For questions regarding donorship please contact �����Ĵ�ȱ���ȱ���ȱ����ȱȬȱ�������ȱǻ�ǯ���ǯ���ǯ����Ȭ�������ȓ���ǯ��Ǽ

For more information about prices and other combinations, go to www.ebfconference.nl

Sign up now!

Prices EBF Conference 2011

Conference Congres

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Na een strenge en uitgebreide kwaliteitskeuring heeft de internationale accreditatieinstelling AACSB deze zomer besloten dat zij de Faculteit Economie en Bedrijfskunde van de Rijksuniversiteit Groningen haar keurmerk geeft. ���ȱ�����ȱ������������ȱ��ȱ�������ȱ����ȱ������ȱ���ȱśƖȱ���ȱde business schools wereldwijd weggelegd en geeft een waarborg voor de hoge kwaliteit van de FEB.

FEB Decaan professor Harry Garretsen is zeer verheugd: ‘Het is prachtig om ook de objectieve bevestiging te krijgen dat we met ons onderzoek, onderwijs en faciliteiten werkelijk kwaliteit leveren en aan de wereldtop staan,’ zei hij in een eerste reactie. ‘Het is bovendien zo dat we ons committeren aan de bijbehorende AACSB-eis dat we continu blijven werken aan kwaliteitsverbetering. Het is dus zowel nu als in de toekomst gewaarborgd dat onze huidige, maar ook toekomstige, onderzoekers en studenten in een excellente omgeving leren en werken.’

AACSB International

AACSB, the Association to Advance Collegiate Schools of Business, is een in de VS gevestigde organisatie die accreditaties toekent aan business schools wereldwijd die aan hun strenge criteria voldoen.

AACSB onderzoekt de kwaliteit van de opleidingen, de studenten, de staf, het onderwijs, het onderzoek en de verschillende faciliteiten.

Dit onderzoek verloopt via diepgaande zelfstudierapporten, een bezoek door een deskundig panel en interviews met stakeholders zoals studenten, alumni, onderzoekers, docenten, ondersteunend personeel, maar ook bedrijfscontacten en werkgevers.

Een AACSB accreditatie is het waarmerk van de excellentie van de instelling..Zie ook : www.rug.nl/feb/aacsb

Faculteit Economie en Bedrijfskunde bij beste 5% business schools wereldwijd Auteur: Ingemarie Kroesen

Faculty News

Studie Study

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One of the world’s leading energy companies, Enron, faced �����ȱ�ȱ������ȱ���������¢ȱ��ȱ���ȱ���������ȱ��ȱ���ȱ� ���¢Ȭę���ȱ������¢ǯȱ��ȱ ��ȱ��������ȱ����ȱ���ȱ��������ȱę�������ȱ���������ȱ ��ȱsustained substantially by institutionalized, systematic, and creatively planned accounting fraud. Enron’s board of directors quit and its accountant, Arthur Andersen, even ceased to exist. The people in the Enron scandal were smart and experienced, but not wise, says assistant professor Jennifer Jordan of the FEB. ‘They didn’t make an ethical decision regarding their company.’

Moral beings

Jordan’s current research, which appeared in Personality and Social Psychology Bulletin, focuses on the subject of people’s �����ȱ����ȱ���ȱ�� ȱ�����ȱ��������ȱ����ȱ �ȱ������ȱ��ȱ�ě����ȱ���ȱmoral behavior. She looked at the moral behavior of managers, ��ȱ��ě�����ȱ�������������ȱ������ȱ��ě�����ȱ����������ǰȱ��ȱ ���ȱ��ȱmaster students. ‘People possess a moral self. There are moral traits in most of us. We see ourselves - preferably - as moral beings. Thus, at times, we can relax being a moral person when our past actions were essentially moral. Conversely, immoral behavior lowers our self image and summons moral behavior.’ ‘Dieting works much the same way. We want to maintain a healthy image of ourselves. When we did a great workout, we treat ourselves to some nice snacks. But if we overindulge ourselves in the weekend, we feel like we must be extra restrained come the weekday. It’s no wonder Monday nights are the busiest at the gym. We try and compensate our behavior.’

Angel-devil dilemma

The business scandals of the early part of this century triggered ���ȱ����ȱ����ȱę���ȱ��ȱ����¢ǰȱ��ȱ���ȱ ��ȱ����������ȱ�¢ȱ�� ȱ�����ǰȱexperienced individuals could make such foolish decisions. All Jennifer’s degrees are in psychology, but at some point she changed her focus from studying the psychology of wisdom to study moral behavior in business.

‘Recalling one’s own (im)moral behavior leads to compensatory rather than consistent moral action as a way of completing the moral self,’ says Jennifer Jordan. ‘I guess what I am really researching is the angel-devil dilemma that hides in all of us. For �¡�����ǰȱ�ȱ���ȱ�������ȱ��ȱ�����ȱę��ȱ�����ȱ������ȱ�ȱ���ȱ����ȱ ���ǰȱ���ȱ�ȱ���ȱ����ȱ������ȱę��ȱ�������ȱ������ȱ�ȱ���ǯȱ���ȱ��¢ȱ��ȱ��������ȱyourself as a moral person, but it is hard to be consistently moral.’

Religious people

An interesting point is made when religion turns up in our conversation. Would it be easier for religious people to maintain a moral self? ‘That is actually quite interesting’, says Jordan. ‘You see, religion recognizes that people cannot be moral all the time, that people err. That is, of course, why Jews as well as Christians have certain institutions to cleanse its followers from sins, for example, through the Catholic rite of confession or the Jewish atonement. That is how religion allows us to maintain our self-image as moral people.’ .

‘I’m researching the angel-devil dilemma that hides in all of us’Auteur: Malin Kox

Tip: FEBlogWetenschappers van de Faculteit Economie en Bedrijfskunde bloggen over onderzoek en actualiteit in het vakgebied.Kijk en reageer op: www.rug.nl/feb/feblog

Study Studie

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Het team studieadvies van onze faculteit is sinds het begin van dit kalenderjaar versterkt met Margaretha Koster (27). Na haar bachelor Geneeskunde en master Geestelijke Verzorging werd zij eerst tijdelijk studieadviseur bij ��������ȱ��ȱ����������ȱ�������������ȱǻ���ȱ���ȱ��ȱ��Ǽȱom een ziekteverlof op te vullen. Nu heeft ze haar werkplek op de begane grond van Duisenberg Gebouw. Wat maakt ze in haar werk mee en wat vindt ze belangrijk?

Margaretha Koster is studieadviseur voor de opleidingen Econometrics en Economics & Business Economics. In haar nieuwe functie ziet ze veelal studenten die vastlopen in hun studie. ‘Dat kan liggen aan de verkeerde studiekeuze’, zegt zij, ‘maar vaak gaat het om persoonlijke problemen, studie-gerelateerde problemen of beide.’ In het halfuur dat per student beschikbaar is, probeert ze op basis van haar vaardigheden de persoon zo goed mogelijk te helpen. ‘Natuurlijk zijn er ook studenten die behoorlijk complexe problemen hebben. Dan is het aan de studieadviseurs om deze studenten zo goed mogelijk door te verwijzen. Wat mij in het algemeen opvalt, is dat FEB-studenten heel toekomstgericht zijn. Ze zien de studie echt als een opstapje om op die plek op de arbeidsmarkt terecht te komen waar ze graag willen zijn.’

De studieadviseurs zijn er voor jou

Het is volgens Koster erg belangrijk dat studenten weten dat er in de persoon van de studieadviseur een laagdrempelig aanspreekpunt is binnen de faculteit. ‘Wij proberen altijd in contact te komen met de studenten door middel van voorlichtingen, maar soms merken we dat studenten niet goed van ons bestaan op de hoogte zijn.’ Koster en haar collega- studieadviseurs hopen dat studenten niet aarzelen om hen op te zoeken: ‘We hebben een deskundig en betrokken team dat klaar staat om je verder te helpen. Wacht niet te lang met het maken van een afspraak als je merkt

dat je studie niet lekker loopt. Om wat voor reden dan ook. Vaak zien we dat studenten zich te laat melden bij ons en er dan al een grote studievertraging is ontstaan. Ook als je meer informatie zoekt over extra mogelijkheden tijdens je studie ben je bij ons aan het goede adres.’

De studieadviseurs van de Faculteit Economie en Bedrijfskunde zijn gevestigd op de begane grond van het Duisenberg Gebouw. Persoonlijke afspraken kunnen gemaakt worden via de Student Support Desk in de Plaza. Ook hebben de studieadviseurs telefonische spreekuren, voor studenten die kort iets willen bespreken met de studieadviseur. Voor de meer informatie over de studieadviseurs en hun bereikbaarheid raadt Koster aan om vooral eens een kijkje te nemen op de website van studieadvies:www.rug.nl/feb/studieadviseurs

Koster voelt zich op haar plek als studieadviseur bij onze faculteit. ‘Of ik over tien jaar nog steeds als studieadviseur werk? Dat weet ik natuurlijk niet’, zegt ze. ‘Maar tot nu toe bevalt het erg goed en werk ik met heel veel plezier samen met mijn collega’s.’ .

Laagdrempelig aanspreekpunt erg belangrijk voor studenten ������DZȱ���ȱ��ħ��

Studie Study

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Economische en Bedrijfskundige Faculteitsvereniging

Study Studie

pagina 50 / September 2011

September

ŘȱȬȱŚȱȱ ���ȱ������������ȱ����ȱƸȱ�������ȱ�����������ȱ ���śȱȱ ���ȱ������śȱȬȱŜȱȱ ���ȱ��������ȱŗǯŗŜȱȱ ����ȱ������ȱ������������ȱ��¢Şȱȱ ���ȱ����������ȱ�����ȱƸȱ���ȱŚȱ������¢DZȱ��ȱ���ȱ������12 EBF Algemene Leden Vergaderingŗřȱȱ ����ȱ�������������ȱƸȱ������ȱ�������������ŗśȱȱ ����ȱ�������������19 EBF Deadline ESR Application20 EBF MiljoenennotadebatŘŘȱȱ ����ȱ������ȱ��ȱ���ȱ���������Řřȱȱ ���ȱ��������ȱ�����Ĵ��ȱ������������ȱƸȱ����ȱ������� en Controlling Symposium29 - 30 EBF Conference

October

2 EBF Social3 VESTING Eerstejaars ActiviteitŜȱȱ ����ȱ�����ȱƸȱ����ȱ������ȱƸ Risk Beleggersavond 1 & Risk Actieve Ledenbekendmaking

The upcoming activities of the EBF and her subassociations are listed here.

10 - 12 Risk Multinational Cycle17 Risk HALV18 VESTING CSD20 VESTING SportactiviteitŘśȱȱ ������ȱ���ȱƸȱ������27 Risk Accountancy Dinner31 EBF Social

November

řȱȱ ����ȱ������14 Risk Beleggersavond 2ŗŚȱȬȱŗśȱȱ ���ȱ��������ŗśȱȱ ������ȱ��ȱ����������ȱƸȱ������ŗŞȱȱ ����ȱ�����ȱ�¡��������ŘŘȱȱ ����ȱ���ȱƸȱ������ȱ�������Ȭ������ȱ������22 - 23 EBF/FMF Consultang Event Groningen24 VESTING Career Day26 Departure ESR December (Lisbon)28 - 30 Risk Accountancy Week30 - 2 VESTING / Risk Expedition Strategy

All dates are tentative.

Agenda

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KUNNEN WE JOU EEN LEIDENDE ROL IN ONZE MAATSCHAPPELIJKE VRAAGSTUKKEN TOEVERTROUWEN?

KUNNEN WE JOU ONZE KLANTEN TOEVERTROUWEN?

werkenbijachmea.nl

A G I S

AV É R O A CH MEA

C E N T R A A L B E H E ER A CH MEA

F BTO

I NT E R PO L I S

Z I LV ER E N K RU IS A CH MEA

In ieder 8-uurjournaal zitten wel een paar onderwerpen die raakvlakken

hebben met ons vak: verzekeren. Of het nu om de pensioenen of schades

gaat, ons werk heeft impact op wat er in de maatschappij gebeurt.

En op het leven van onze klanten. Als grootste verzekeringsbedrijf

van Nederland bieden we je binnen een uitdagende werkomgeving met

eindeloos veel ontwikkelingsmogelijkheden het Management Traineeship

aan. Een uitstekende start van een veelbelovende carrière bij Achmea.

Kunnen we jou onze klanten toevertrouwen?

Kijk op www.werkenbijachmea.nl voor meer informatie.

11501734_adv traineeship 210x297.indd 1 23-08-11 09:12


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