Boardroom Sessions

The Boardroom Sessions are typically organized around specific themes or experiences and offer a rich environment for networking. These quarterly sessions offer PLATINUM members insightful masterclasses followed by networking & drinks.

Every Boardroom Sessions has it’s own topic with a focus on the next stage of your career as a successful entrepreneur or professional.

Topics

Women & The Workforce – January 12, 2021
Gender & Marketing – April 13, 2021
The Wage, Funding, Knowledge and more Gap – September 14, 2021
Salary Houses; What’s next? – December 14, 2021

Gender & Marketing

April 13, 2021

What will you learn?

The gender pay, wage and funding gap are a fact. Another fact is that people, and especially Dutch people, don’t always acknowledge the fact that we don’t live in a world of real equality and equity. This comes down to our culture and narrative. What’s the influence of non-inclusive language, a lack of role models (as well as a need for role models), the struggles that women have with one another and media, Hollywood and reporting?
Let’s find out!

 

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The Wage, Funding, Knowledge and more Gap

September 14, 2021

What will you learn?

From a financial resources perspective, women remain relatively disadvantaged. The latest Global Gender Gap Report from the World Economic Forum finds an “economic participation and opportunity gap” of 41.9 percent between men and women globally. Even in developed economies where women are relatively well represented in the workforce, they continue to receive only around 80 cents for every dollar a man earns – and when they are women of colour, even less.

Men are promoted based on potential, women on performance. As well, as securring funding.

So, what we can we do to actively close the gap?

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Salary Houses; What's next?

December 14, 2021

What will you learn?

If you want to attract and retain top employees, you need to make sure you pay them competitive salaries. At the same time, you don’t want to lose money by setting unreasonably high salaries. To find a good balance we used to have salary houses, but are they still relevant in todays world?

How to establish employee salaries?

To determine the appropriate salary for each employee, set a range for how much an employee in each position should be paid. Where each employee falls within that range will be based on the expectations you have for those employees and their past work experience.

Women & The Workforce

January 12, 2021

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The New Executive

June 23, 2020

The number of scale-ups is expanding. Consequently, there has been an increasing demand from scale-ups for experienced advice and guidance.

Scale-ups pursue high risk, innovative strategies and drive in the fast lane. So how can you make a positive difference as a scale-up board member?

And how can you, as an entrepreneur, get on the executive boardmember track?

We’re diving into it with our amazing speakers: Elfrieke van Galen – Non-executive boardmember Arcadis & Marline Stoffers – 360Careers

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Corporate Governance

October 8, 2020

Being a board member today is a very different role from being a senior executive and brings with it added complexity and unique responsibilities which are different from other management and operational roles. To successfully carry out a board mandate, directors must have a general overview of a company’s operational activities and corporate governance, including an understanding of its exposure to risk and strategic direction.

Board members continually face new challenges like diversity, sustainability and digital advancements. Dynamic and immersive learning allows you to understand the essential areas of the board – such as, architecture, structure, processes and the job market – thereby progressing into a board position with confidence.

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Strategy & Risk

December 15, 2020

Strategic risk management is a crucial but often overlooked aspect of enterprise risk management (ERM). While ERM has traditionally focused on financial and, more recently, operational risk, the fact is that strategic risk is far more consequential.

Studies of the largest public companies indicate that strategic risks account for approximately 60 percent of major declines in market capitalization. Operational risks have just half that impact (about 30 percent), and financial risks generate about 10 percent.

Relevant now, more than ever!

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