Corporate governance and sakeholdermanagement: The ing-case

Rienk Goodijk*

*Corresponding author for this work

Research output: Contribution to JournalArticleAcademicpeer-review


In the highly competitive environment management builds relationships with very different kinds of stakeholders, acting more transparently, providing opportunities for dialogue and involvement and being accountable to all the stakeholders. The paper considers implementation of one of the most challenging instrument to build those relationships named "stakeholdermanagement". Improvements on corporate governance and stakeholder-management already have been found: in the further professionalising of the Supervisory Board by updating the board-profile, setting up audit- and remuneration-committees, introducing self-assessment (internal board-evaluations) etcetera; more openness and transparency in the annual reports, making mention of board members' remuneration; increasing the influence of shareholders by providing opportunities to certificate-holders for more actively participating and voting at the General Meeting, and intensifying the relationships with investors; developing international employee participation, based on the European Directive on information and consultation and the implementation in Dutch law; intensifying customer relationships by developing a Customer Relationship Management system world-wide, using internet-opportunities (ING Direct), converting call centres to Customer Contact Centres, introducing customer-panels, etcetera; introducing HR-plans on inspiring leadership, performance management and diversity worldwide.

Original languageEnglish
Pages (from-to)149-155
Number of pages7
JournalCorporate Ownership and Control
Issue number1
Publication statusPublished - 2003


  • Cyclic business-model
  • Stakeholder-inclusive company
  • Stakeholdermanagement


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