PERSONAL DETAILS

Postal code : 5404 KK
City : Uden
Date of Birth : June 20, 1952
Marital status : Married, with (4) children


Education
1964 – 1970 : HBS, diploma (Highschool)
1970 – 1971 : Royal Military Academy (‘KMA’), Breda (Retired at own request)
1972 – 1976 : Academy for HR Management, diploma. (BSc)

Courses
1981 : Job Analysis (AWV-N)
1983 : Account Management
1984 : Advanced German language training
1985 : Finance for non-financial managers (De Baak)
1988 : Strategic Management (Ashridge College)
1991 : Captain on Dutch inland rivers (professional diploma)
1991 : Media training
1992 : Team Synergy (Krauthammer International)
1996 : Negotiation techniques (De Baak)
2000 : HAY- job evaluation
2004 : Coaching (Ashridge College)
2011 : Lohminger Leadership Competencies

Languages
Dutch : Mother tongue
English : Fluent
German : Fair
French : Moderate

Personal Interests / Hobbies
• sports: tennis and skiing and coaching a ladies hockey team
• reading
• Member of the Board of CSM Nederland Pensioen Fonds
• Member of the Participants Council of Smit Pensioen Fonds









CAREER OVERVIEW (summary)

November 2007 – present Richemont Holding BV
Founder and owner

January 2001 – October 2007 Orange Nederland N.V., The Hague
Director Human Resources
MT Member

May 1996 – January 2001 British American Tobacco, Zevenaar/Schiphol-rijk
Manager Human Resources
MT Member

October 1994 – April 1996 Thorn Rental Europe, Den Bosch Skala Home Electronics Benelux B.V
Human Resources Director
MT Member

October 1988 – October 1994 Smit Internationale N.V., Rotterdam

October 1988 – November 1992 Division Harbour Towage
Global General Manager Personnel and Organisation/ Deputy Divisional Director
MT Member
November 1992 – October 1994 Division Harbour Towage
General Manager Rotterdam Harbour Towage/
Global General Manager Personnel and Organisation/ Deputy Divisional Director
MT Member

October 1985 – October 1988 Mölnlycke Tissue AB, Tilburg and Amstelveen
Manager Personnel & Organisation,
Area Central Europe
Member of regional management team

October 1982 – October 1985 BP Nutrition B.V., Uden, Goor, Stevoort (B)
Poultry Industry IMVEK B.V.
Manager P&O, Member MT

June 1976 – October 1982 Philip Morris Holland B.V., Bergen op Zoom
(Senior) Personnel Officer

CAREER OVERVIEW (in more detail)

November 2007 – Present Richemont Holding BV
Founder and owner

When I left Orange I founded my own company for interim management, management consultancy and commercial advices. Furthermore I render advice and mediation to both employers and employees in labour disputes, reorganisations etc.

Assignments

November 1, 2007 - December 31, 2010
I joined Purac as Vice President Human Resources a.i., being HR responsible for the global organisation consisting of a global HQ and R&D centre in The Netherlands, plants in The Netherlands, Spain, Brazil, USA and Thailand (each with their own HR Department reporting into me) and direct HR responsibility for the sales offices in Sao Paulo, Moscow, Warsaw, Seoul, Tokyo, Shanghai and Singapore. Being part of the Board I was responsible for the entire HR arena including internal communications.
Key activities were the set up and implementation of the global commercial organisation for biopolymers; staffing of the plants in Thailand (one of them being the largest lactic acid plant in the world and the other the first plant for Poly Lactic Acid; defining in close cooperation with the CEO of the lay out of the organisation 2020; designing, implementing and monitoring two communication programmes aiming at culture change; reorganising the HR departments in USA, Brazil and The Netherlands

January 1, 2011 - Present
In October 2010 I was asked by the Chairman of the Board of CSM BV to start up per January 1, 2011 the HR position in a newly created division, called CSM International. This division is focused on geographic expansion within the markets of bakery supplies outside the home markets USA and Western Europe. For this reason a small team was created existing of a President, Finance Director, Marketing Director, me as VP Human Resources a.i. and recently a Key Account Director. The position of Supply Chain Director is planned. Together we are expanding existing business in our region (which was mostly via distributors) by restructuring existing organisations and creating new teams in Moscow, Istanbul, Dubai, Shanghai, Singapore and Seoul. Next to this we already opened two plants (Istanbul and Shanghai), started one JV (in Tunesia) and two branch offices (in Dubai and Tokyo) and working on further expansion of our offices and looking for take-overs or joint ventures.
I reduced the amount of hours working for CSM International in May 2012 to on average 3 days per week to pick up a new, additional responsibility:

May 2012 – August 2013:
In May 2012 the intention to divest the Bakery Divisions was announced and I was asked to take the lead for Europe and International with respect to preparation of the data room. In June my responsibility was expanded to all Divisions when I was appointed Global HR Lead for the Divestment, which included the preparation of the new Bakery organisation, managing European and Central Dutch Works Council discussions, coordinating the industrial relations process in Europe and ensuring that after the carve out the Bakery Divisions is still able to operate in a successful way. Furthermore it included being the global HR contact between CSM and the new owner (Rhone Capital) in the pre- and post-closing arrangements between CSM, Rhone and respective law offices throughout especially Europe.
This process was finalised in August 2013, after which I started to work full time for CSM International again till December 2013 when I again reduced the working days to on average 3 days per week.

December 2013-March 2014
I was approached by MobiCom Corporate, Mongolia to assist them in their process of integrating their organisation and creating a new integrated culture, mission, vision and values. This implied that between mid December and end of February I travelled frequently to Mongolia, working closely with the local HR and management teams which resulted in a new mission, vision and values, agreed by the ExCo and an implementation plan to be carried out by local HR after the integration which has started mid March 2014.


January 2001 – September 30, 2007 Orange Nederland N.V., The Hague
Director Human Resources
MT Member

As former part of France Telecom and as of October 1, 2007 part of Deutsche Telekom, Orange Nederland was a mobile telecoms provider, including call centre operations, 65 shops, 1,400 FTE’s. The Dutch mobile organization has a turnover of € 650 million and 2,200K subscribers in the Consumer and Business segments. Orange Breedband BV (former Wanadoo) is an internet provider with 230 FTE’s and € 100 million turnoverand 350K ADSL broadband subscribers.
Orange has been sold per October 1, 2007 to Deutsche Telekom, resulting in the fact that the vast majority of the Board (me included) stepped down.

Responsibilities:
• Managing HR Shared Services (16 heads), HR Shared Expertise (17 heads) and Employee Relations (7 heads)
• management and personnel development; organisational development and reshaping; recruitment of top management and senior commercial management; works councils; development of compensation and benefits; internal culture programme; internal communications; training call center staff
• Reporting to the CEO and VP HR EME
• Member of the Orange Group HR Strategy Work Group

Results:
• As member of a completely new management team turned results from Orange from a negative € 277,000K EBITDA in 2001 into a € 100,000K EBITDA positive company;
• Successfully developed, implemented and lead two major reshapes, including reducing HR to 50% of original size;
• Managed development and execution of the “Orange Inside” culture change program which has lead to the launch of Orange in The Netherlands and is considered to be best practice for Orange Group;
• Managed the development and introduction of new pension plan, new reward scheme, incentive schemes, bonus plans etc.
• Managed the development of the European “New Orange” workshops for the rebranding of Wanadoo into Orange
• Development and implementation of HR Shared Services/Expertise in The Netherlands
• Managed the organisational integration of Orange Mobile and Broadband in The Netherlands (negotiations with Works Councils, harmonisation of C&B, design of new organisation, culture)
• Managed outsourcing Network Build and Run staff of 200 FTE (negotiations with Works Council and in-sourcing company)
• Transformation of recruitment process incl. introduction of e-recruitment tool and ESS/MSS (TalentLink, SAP modules)
• Development of local strategy re. changing staff needs (job mapping, key staff retention etc) and international exchange of high potentials within FranceTelecom


May 1996 – January 2001 British American Tobacco, Zevenaar/Schiphol-rijk
Manager Human Resources
MT Member


British American Tobacco Manufacturing B.V. is the cigarette manufacturer with 1,100 FTE’s working in its production facilities in The Netherlands.


Responsibilities:
• Managing Personnel department (8 FTE’s), Training and Development department (6 FTE’s) and Internal Communications (1 FTE); management development; management trainee programme; CLA negotiations; works council; secretary of the company’s pension foundation;
• Reporting to the CEO and dotted to VP HR Europe
• Member of the HR Europe task force

Results:
• integration of compensation and benefits of BAT and Rothmans in The Netherlands
• negotiations and introduction of flexible pension
• managed development and introduction of graduate and talent management, coaching of new managers etc
• managed introduction of Hay job-evaluation for middle and senior management
• development and introduction of bonus scheme for Management Team


October 1994 – April 1996 Thorn Rental Europe, Den Bosch
Skala Home Electronics Benelux B.V
Human Resources Director
MT Member

Rental of electronic household appliances and professional electronic systems for hotels and hospitals in The Netherlands, Belgium and Luxembourg, 48 shops, 420 FTE’s.

Responsibilities:
• Managing Personnel department (3 FTE’s), Organisation and Management Development (2 FTE’s) and Internal Services (6 FTE’s); development and implementation of MD-programmes; internal communication; training; developing and implementing systems of management by objectives; Hay-job evaluation; developing and implementing performance and development reviews; attitude survey’s; graduate programme; HR information and management system; reorganisation; works council

Results:
• As member of new management Team turned the organisation from rental business into financing
• Expansion of BtB sales organisation (prior it was fully BtC)
• Down sizing of organisation


October 1988 – October 1994 Smit Internationale N.V., Rotterdam

October 1988 – November 1992 Division Harbour Towage
General Manager Personnel and Organisation/ Deputy Divisional Director
MT Member


Harbour and coastal towage and salvage, based in The Netherlands, Morocco, Nigeria, Bahamas, Panama, Dutch Antilles, 1,200 FTE’s.

Responsibilities:
• Managing personnel department (9 FTE’s) and salary department (4 FTE’s); reduction of cost of labour; creation of strategic labour policies, implementing structural training and development; leading negotiation teams in The Netherlands, Bahamas, Panama and Dutch Antilles; works council issues

Results:
• creating, developing and implementing reorganisations integrated collective labour agreements and pay systems and social plans (from 3 CLA’s back to 1)
• reshape approximately 40% of work force while maintaining service levels
• changed the very negative culture of heavily unionised Works Councils into co-operation
• development and implementation of flexible succession planning for sea going staff

November 1992 – October 1994 Division Harbour Towage
General Manager Rotterdam harbour
(400 FTE’s)

Responsibilities:
• (Beside those mentioned above) Marketing, sales, operations and financial results for the Rotterdam based part of the company

Results:
• increased efficiency in putting on of tug boats and crew
• improved relation between management and sea going staff





October 1985 – October 1988 Mölnlycke Tissue AB, Tilburg and Amstelveen
Manager Personnel & Organisation,
Area Central Europe
Member of regional management team

Mölnlycke Tissue AB In The Netherlands had 2 factories and 7 sales and marketing divisions in The Netherlands, Belgium, Germany, Austria and Switzerland, 650 FTE’s)

Responsibilities:
• Managing 2 Personnel Managers; recruitment for regional sales and marketing divisions; compensation and benefits; CLA negotiations; training; internal communication;.

Results:
• Being a member of the management team of Edet I became Manager P&O for the two companies Edet and Mölnlycke Tissue in The Netherlands following the take over by Mölnlycke of Edet.
• Integration of both cultures
• Restructuring into business units



October 1982 – October 1985 BP Nutrition B.V., Uden, Goor, Stevoort (B)
Poultry Industry IMVEK B.V.
Manager Personnel & Organisation
Member MT

BP Nutrition B.V. had 2 plants in The Netherlands plus 1 in Belgium, 1 sales organisation, 370 FTE’s)

Responsibilities:
• Managing 3 Personnel Managers plus Internal Services; working conditions; automation and changes of production processes; reorganisation; works council.

Results:
• Developed, introduced and executed plan to reduce sickness level from 30% to <10%
• Introduction of automation in production processes
• Restructuring of 1 of the 2 Dutch plants


June 1976 – October 1982 Philip Morris Holland B.V., Bergen op Zoom

Philip Morris in Bergen op Zoom grew in the years 1978 till 1980 from 250 till 1,100 FTE, at the same time downsizing and closing the Eindhoven site, combining HQ and manufacturing


June 1976 – May 1980 Personnel Officer manufacturing

Responsibilities:
• Recruitment; organisational and personnel issues



May 1980 – October 1982 Senior Personnel Officer
Responsibilities:
• Co-ordination of 3 Personnel Officers; all personnel matters for first line and middle management; organisational issues; function analysis; interpretation of CLA.

Results:
• Transfer of HQ staff from Eindhoven to Bergen op Zoom
• Introduction and execution of AWV-N job evaluation system

intelligent, contactueel sterk op alle niveaus, brede interesse, flexibel, doorzetter, houdt van het onbekende, onrustig maar ook geduldig, resultaatgericht- vooral via anderen te stimuleren en leiden,

HR Directie bij diverse internationale bedrijven: Philip Morris, BP Nutrition, Molnlycke, Smit Internationale, Skala Benelux, Rothmans/British American Tobacco, Orange, CSM
HR verantwoordelijkheid in Nederland, Midden en Oost Europa, Azie, Midden Oosten, Noord-Afrika, Zuid Amerika, USA

Consultancy bij Ziggo, CSM Deutschland, Euroflorist, Mobicom (Mongolie)

Bemiddeling in arbeidsconflicten

sport (actief en passief), reizen, lezen