J.C. Lammers Email & Phone Number

The Hague, South Holland, Nl

The Hague, South Holland, Nl

This is a newly created position in AEGON's Global HR-team, responsible for all HR-activities & programs on (Exec.) compensation, reward, expatriation, pensions, terms & conditions, etc.and all HR-policy development in this field of expertise.An international central HR-unit has been introduced at Group-level in the AEGON organization.This small department was created to form the nucleus of a Global HR function in AEGON. It's main focus is to bring coordination, and give support, to the many and varied HR-activities across the reporting units of the AEGON Group and its subsidiaries, but also to represent the HR-function at the highest level in the company, cooperating closely with the other staff departments at the Corporate Centre and contribute to the major change program that AEGON is going through.Like the other 3 positions in the team, the role is aimed at organizing the many activities already taking place throughout AEGON, creating a virtual team of HR-experts across the Globe, and bringing unity of purpose to the combined effort of all. It is inceasingly recognized that HR has a major supporting role to play in the fundamental change that the organization is experiencing. Helping to set the common agenda, sharing best practices, improving efficiency and effectiveness, and most important of all: developing the Human Capital of the organization, trying to create a working environment that brings the best out in people, making them excell in what they do best. In short: Empowering Employees.Current priorities are on creating Global Frameworks (policies, practices) that bring structure, clarity and support the drive for 'One Aegon'. Regulatory affairs with their strong bearing on remuneration policy and the many governance-, riskmanagement- and compliance-aspects attached, are a major area of attention. Expatriation policies are being re-developed, a.o. to support an increasing level of international mobility and Talent-development activity.

Utrecht, Utrecht, Nl

Director of the Directorate of Supervision, Compliance and Crisis management/Fraud investigation. Reporting to the chairman of the executive board. Senior management role, responsible for these areas across the Rabobank Group (global).As Director Supervision responsible for the execution of the delegated supervision of the Dutch Central Bank (DNB) on the local Rabobanks. All matters relating to compliance, integrity, company values, etc. came under this heading (insider trading, conflicts of interest, code of conduct, etc.). With regards to compliance the main focus was on policy development, implementation and monitoring of all compliance related issues, in close cooperation with – internally - the business-departments and the other supervisory departments in Rabobank (e.g. Audit, Risk management, Control), and – externally - supervisory/regulatory authorities like DNB and AFM in the Netherlands, FED and OCC in the USA, FSA in the UK.The crisis management and fraud investigation department was charged with several vital roles in the management of crises, e.g. liaison with police/criminal authorities, central bank, and maintenance of business continuity. Fraud investigation covered all aspects of crime-prevention, screening, monitoring, and emergency response, both in the physical world and the virtual one.100 FTE in NL reporting directly, functional reporting lines from compliance departments in all the local Rabobanks and in the operating units abroad as well as subsidiaries. Stakeholder management was key, requiring a careful balancing-act between the many parties involved, in rapidly changing circumstances.

Utrecht, Utrecht, Nl

Department Head, member of the HR-management team, deputy Corporate HR-Director.Responsible for four teams in the corporate HR-department:a) HR-Policy development, b) Pensions, c) Job evaluation, d) Industrial/Employee relations.Ad. a) Primary responsibility for the Rabobank Common Labour Agreement (Chief negotiator). Development and maintenance of all personnel policies, with the main focus on remuneration, pensions, performance management, personal development and education, etc. Co-creation on these subjects with the other members of the HR-leadership team. Consultation on many of these issues with staff/works councils, and HR-units throughout the organisation (national & international). Concerned with all HR-issues in mergers & acquisitions, outsourcing/off-shoring, divestments. E.g. harmonisation of terms & conditions, due diligence processes, etc.Ad. b) Major pension-policy changes: introduction of member contributory scheme, harmonisation of different pension systems, replacement of existing multitude of systems by one unified new system, projects on communications, quality assurance and efficiency improvement (re. service providers).Ad. c) Job-evaluation system redesign. Development and implementation of job family structures. Comparative grading tooling introduced.Ad. d) Complex stakeholder management in the internal organisation (Central staff council, local staff/works councils, employers committee's, business lines in the central organisation and Rabobank International) and externally (unions, employers associations, government, branch organisations). Change process to move from a traditional employer/employee relationship, towards a more advanced, pro-active, engaged and accountable relationship. During this assignment there were also several periods of temporary replacement of fellow members of the HR-Management team, e.g. 3 months for the HR-Director, 6 months for the Department Head of HR Operations.

London, England, Gb

This staff unit (5 FTE) was the centre of expertise and coordination point for all HR-policy development and labour relations in the Dutch operating companies and offices of Shell in the Netherlands, including the liaison with the various global business-lines active in The Netherlands, their European units and the other (central) staff departments in The Hague and London UK.This was a double assignment. Initially (1995 - 1999) a position as senior consultant, from 1999 onwards as manager of the unit. During the first years this position was focused on development of general personnel policies for the staff of Shell in the Netherlands, in close cooperation with HR-units in the Dutch companies. Topics included incorporation of socio-economic developments, of changing legislation, adjustment to new business-models, optimising the employee value proposition, diversity. External representation of the company in this field of expertise formed a significant part of the job. After internal promotion to manager of the unit (1999) the focus shifted to remuneration issues (compensation and benefits, pensions, CLA's) and a supporting/facilitating role towards the newly created global business lines. Also strong involvement with global divestment processes (e.g. Chemicals, Drilling), joint ventures and mergers & acquisitions, liaising esp. with the UK and USA. Development and introduction of Global Sharesave Scheme and Stock option scheme (globally and in the Netherlands). Staff reduction processes, company relocation, union negotiations on such topics.

London, England, Gb

Head of departments: personnel policies, HR-services (fulfillment) & payroll, and company social work (15 FTE). These departments worked for 5 Shell operating companies (1300 FTE) in the greater Rotterdam area. Guidance/coordination of 3 works councils, business partner to 3 management teams, supporting role to the 3 CEO’s (directors of the three operating companies, chairing the works councils). Solid managerial job. Very operational work in a demanding marketing environment. Reorganized own departments. Then by merging with other HR-departments extended them again (shaping & implementing integration process). Responsible for all HR-aspects of a companywide downsizing process, design of redundancy packages, subcontracts, divestment of business units and transition of staff to joint ventures/mergers, including transfer of pensions. New working conditions-policy set up (Health & Safety plans, sickness absence-policy, alcohol and drugs-policy). Eventually merged the 3 works councils into one new unified works council.

London, England, Gb

First managerial and foreign experience combined. Responsible for the HR support for 330 staff spread across 18 locations (transhipment depots, airports, refineries, etc.) in northern England and Scotland. Team of 3. Especially contacts with trade unions (country level and local shop stewards) and local management teams. Member of the regional management team, member of the national negotiating team for the Collective Labour Agreement with the Transport & General Workers Union. Sparring partner of the Group manager. Having to ‘dirty your hands ' in a steadily downsizing organization, which was trying to change dramatically at the same time. Integration of two independent regions into a single combined region, including closure of depots, transfer/outflow of staff. Completed a training needs analysis, designed training modules in collaboration with Open University. Absenteeism study & action plan. Conducted various productivity-analyses and scoped subsequent improvement plans.

London, England, Gb

(Inter-)national career planning from the central offices of the Shell-organization for employees from middle management level upwards, working in Information & Computing globally. Talent-Development in the broadest sense: coordination and implementation of job rotation and management development between the Dutch & UK companies and the foreign operating companies of Shell. From recruitment, through transfer and promotion until retirement. In addition, also job evaluation, competence development and training advice. Many international contacts (guidance on international postings/expatriates in NL/UK, exchange programmes, many individual working conditions/pension issues, etc.).

London, England, Gb

Initially an onboarding traineeship, after 3 months an operational position as all-round local HR-advisor: recruitment, assessments, counselling, salary rounds, training, career planning, transfers, etc. Also a lot of public relations-work: conceptualization and writing of the annual social report, organization company open days, editor personnel magazine, organization external representation.

Master (Doctoraal), In Modern History (Add. Subjects: International Law, Public Admin., Sociology, Teachers Certificate.

Vwo, Mathematics, Economics, Dutch, French, English, History, Geography