All IN-BOARD members have participated in a mandatory program of minimal 8 modules, preparing them for the duties and responsibilities of supervisory and advisory boards. This program was developed in close cooperation with INSEAD and other partners.

  • Ludo van der Heyden, The INSEAD Chaired Professor of Corporate Governance Bio
  • Jaap Winter, President executive board at VU Amsterdam, professor international Corporate Law UvA Bio
  • Erik van de Loo, affiliate  professor Organisational Behaviour at and Bio

Each module is organised in cooperation with one of our partners directly involved in governance.

The Program

1. Leadershipmodule at INSEAD Fontainebleau

A 3-day program on group interaction and personal effectiveness on the INSEAD campus in Fontainbleau, under the leadership of Prof. Erik van de Loo and Prof. Jaap Winter.

  • Psychology of the leader
  • INSEAD 360 degree tests
  • Group coaching
  • Inter-personal competencies and group dynamics

2. Corporate governance

A in depth review of corporate governance

  • Responsibility and liability of non-executives
  • Governance codes
  • External supervision
  • Roles, tasks of the non-executive and executve directors
  • Role of stake holders

3. Control & Audit

An in depth review of the control & audit aspects for a supervisory board

  • Reporting
  • Information
  • Internal control systems
  • Compliance
  • Responsibilities
  • External accountant

4. Board effectiveness

What makes a board effective?

  • Diversity
  • Qualifiers
  • Role of the chairperson
  • External evaluation
  • Self evaluation of the board

5. Board performance management and the supervisory board as employer

  • The role of the Supervisory Board as the employer of the board
  • The Remuneration Committee
  • Wet normering topinkomens (WNT)
  • Executive compensation
  • Performance management of the Executive Board

6. Communication – risk, crisis and reputation

How to manage risk, and reputation

  • Board member positioning
  • Stakeholder relations
  • Crisis communication
  • Stork case

7. Private equity & family business

Specific issues for supervisory and advisory roles in private equity and family businesses

  • Profile and role of the board
  • Governance
  • The family owned company: family system and responsible ownership
  • The private equity owned company: vision and management structures

8. Strategy

Strategy Workshop, based on the ten timeless tests of strategy