Annual Report 2020
Knowledge and Hospitality for a Sustainable World
Based on a national heritage site in Amsterdam, KIT Royal Tropical Institute is an independent centre of expertise and hospitality dedicated to sustainable development. Guided by the Sustainable Development Goals (SDGs) of the United Nations, we assist governments, NGOs, and private corporations around the world to build inclusive and sustainable societies. Our experts provide research, advisory and training services focussing on global health, economic development, gender and intercultural communication. Our campus in Amsterdam is one of the city’s leading sustainability hotspots. It houses an education centre for students and professionals, including a graduate school in global health. Our hospitality offering comprises De Tropen Café & Restaurant, an eco-friendly hotel, and complementary conference and events facilities. We are also home to SDG House: a thriving community of sustainability experts, social entrepreneurs, and NGOs, with a membership of more than 70 organisations.
A Letter from Mark Schneiders
Chief Executive Officer, KIT Royal Tropical Institute
KIT Royal Tropical Institute responded to an unprecedented year with resilience and innovation, channelling our entrepreneurial spirit to find new ways to impact the Sustainable Development Goals in the Netherlands and abroad. The VIOC D-19 pandemic left
of partners in health systems strengthening, while at home in the
an indelible mark on 20,
Netherlands we strengthened people’s skills in virtual work and
affecting almost every aspect
learning environments. Our staff showed new enthusiasm to engage
of our lives. It highlighted just
in public discourse through media and thought leadership. And as a
how fragile many of our most
founding member of the Dutch Global Health Alliance, we took a
important systems are, from
more active role in Dutch policy debates, collaborating with our
health systems and
partners to advocate for further investment in global health.
economies to education and food chains.
Our knowledge work in global health, gender equality and economic development took on additional meaning with new mandates to
Leaving no one behind is at
better understand and assess the impact of the pandemic and
the core of our mission, and
efforts to stem its growth. In collaboration with our partners and
many of the impacts of this
clients, we retooled many of our current projects to look more
pandemic lie at the
closely at the epidemic’s impact.
intersection of our work to build strong health systems, push towards gender equality, and to
New projects also emerged. For example, together with T A IF, we
mae k societies more inclusive and sustainable. The SDGs are the
sought to better understand how the pandemic was affecting the
driving force behind what we do, and all of the goals are affected, in
livelihoods of smallholders farmers in Côte d'Ivoire, Zambia and
some way, y b this epidemic.
Kenya) This research produced important findings that will help us to design interventions that help vulnerable groups to rebuild stronger and become more resilient in the future. Meanwhile, building on our strong relationship with the Afghanistan Ministry of
The pandemic diversely impacted our organization’s operations.
Public Health, we are also assessing and monitoring the
Travel and lockdown restrictions necessitated new ways of working,
performance and progress of VIOC D-19related health services
both with each other and amongst our Dutch partners, SDG House
across the country.
members, students in our educational programmes, and our stakeholders overseas. Despite these challenges and with help from the Dutch Government, KIT managed to take the right measures and our staff were resilient and creative in their adaptation.
Throughout 20, public health and health systems took centre stage in global dialogue, perhaps more so than any time in recent
At the same time, VIOC D-19 presented new opportunities for us to
memory. Here our work made notable progress. Led y b our
share our knowledge with those seeking to fight the pandemic and epidemiology team, we continue to deliver innovations in digital adapt to a changing world. e W developed webinars for our network
health, research and monitoring and evaluation. With funding from
3
the KIT Knowledge Investment Fund, our epidemiologists
University and Research to improve livelihoods, food security and
developed an approach to analyse in real-time tuberculosis (TB)
community resilience in the Sahel. In parallel, projects with the
screening data – as well as other epidemiological and geographic
International Fertilizer Development Center will see our advisors
data – to make predictions about which Pakistan communities have
work to increase rural incomes, improve rural employment and
a high likelihood of having people with undiagnosed TB. In turn, this
ensure food security of households in Mali, Niger and South Sudan.
provides local partners with valuable intelligence to help steer their TB screening efforts around the country.
Advancing gender equality and women’s empowerment is central to much of our work at KIT, and we were pleased to be selected as a
We advanced long-term assignments to change norms and values
knowledge partner for the upcoming Young Women for Awareness,
around sexual and reproductive health and rights (SRHR), with
Advocacy and Accountability programme, which is funded by the
partners such as the Yes I Do alliance, the Get Up, Speak Out for
Dutch government under the Power of Women Fund. As part of this
Youth Rights partnership and the International Federation of
consortium, we see a unique opportunity to strengthen the
Gynaecology and Obstetrics. This is an achievement, particularly
leadership and advocacy capacities of young women and women’s
given the declining space for SRHR work and challenging funding
rights organisations in Egypt, Palestine, South Sudan and Kenya.
environment. We also reinforced our convening power through our
We believe such efforts are critical to hold governments to account
role as host of Share-net International, co-creating new SRHR
on young women’s human rights, with a focus on young women’s
knowledge with our growing network of partners and communities
leadership, participation and sexual and gender-based violence.
of practice around the world. Our ability to execute complex multi-disciplinary assignments KIT’s health education programmes graduated 62 master students
continues to be our unique contribution to partnerships for change.
from 29 countries in 2020. We celebrated this accomplishment with
For example, in July, Dutch Minister Sigrid Kaag presented a
additional&mpride&munder&mthe&mdiwcult&mcircumstances& KIT-produced mof&mCOVIDœı&m evaluation of the Dutch Responsible Business which demanded tremendous effort from KIT staff, external
Conduct (RBC) Agreements to Parliament. The study offers unique
lecturers and students to adapt to online and blended learning. We
insight into the extent to which RBC agreements lead to the
also&mraised&mßœıøøø&mfor&mthe&mKIT&mScholarship&mFundı&man&mimplementation increase&mof&mof due diligence in conformity with relevant nearly €80,000 from the previous year. This enabled us to support
international guidelines, particularly in Dutch sectors with high RBC
eight students in our Master of International Health and Public
risks, such as labour, environmental, corruption or human rights
Health programmes with full or partial scholarships.
issues.
Promising knowledge partnerships
Inclusive societies
We forged new long-term knowledge partnerships to promote food
Our Intercultural Professionals (IP) unit evolved this year and
and nutrition security, gender equality and economic development
helped others to adapt in the early days of the pandemic by offering
around the world. With funding from the Dutch Ministry of Foreign
a series of free webinars to help people communicate, work and
Affairsı&mKIT&mis&mworking&mtogether&mwith&mSNVı&mCare&mand&mcooperate Wageningen& in m an intercultural environment. At the same time, within
4
5
Our Strategy
Our multi-annual strategy 2021-24 strives to enhance the impact and profile of our knowledge work, while transforming our campus in Amsterdam into a leading centre of expertise, education, hospitality, and entrepreneurship dedicated to the Sustainable Development Goals (SDGs).
Our strategy comprises a set of strategic priorities and projected impact outcomes on the SDGs that we address in our work and a Theory of Change that guides implementation. One of the priorities in our knowledge work is to build a global partnership organisation: an association comprised of independent but like-minded and strongly connected organisations on all continents. We believe this can replace the North-South model of sub-contracting local consultants and partners, which is becoming obsolete. Another priority is to develop an agenda-setting knowledge agenda and raise our capacity to assert thought leadership on key areas of our expertise. By amplifying our voice and insights, we hope to increase the impact of our knowledge on policy and practice while gaining&minRuence&mon&mnational&mand&minternational&mpolicy&magendas&m We also strive to achieve more impact by broadening and strengthening our education offer. We aim to empower individuals and educational institutions to act as agents of change around the world. In Amsterdam, we will further develop our campus into a sustainability hotspot: an inspiring place to stay, work, learn and meet for all who share our mission to build an inclusive and sustainable world. We will invest in sustainable hospitality and other on-site facilities and activities to stimulate collaboration, learning and action on the SDGs in the Netherlands.
6
Our Vision
Our Mission WHY
We believe in an inclusive and sustainable world in which no one is left behind.
Our Strategy
HOW
We support our clients and partners through global knowledge work, agenda setting, education & training and convening people for a sustainable and inclusive world bridging local issues within the global context.
We engage the power of knowledge and hospitality to foster partnerships for an inclusive and sustainable world.
Our Values Inclusive
Independent
Transparent
Sustainable
WHERE Our activities are implemented globally with our network of partners and locally on our campus in Amsterdam.
Inputs
WHAT
Applied knowledge work: advisory services, education, training, and thought leadership on Health, Gender, Diversity and Sustainable Economic Development.
Highly-qualified and committed employees Grounded sustainable development knowledge Local and global network of clients, partners and alumni Campus with monumental building, conference facilities, restaurant, hotel and garden
Our Business Activities
RESULTS
Outcomes
Campus: the place in Amsterdam that serves as an initiator, curator and host of SDG activities and offers quality facilities, products and services that contribute to an inclusive and sustainable world.
Impact
Local actors: relevant knowledge and skills on Health, Gender, Diversity and Sustainable Economic Development Clients: applied knowledge to improve action for sustainable development Partners: a global diverse knowledge platform and campus to strengthen visibility and impact on sustainable development Campus occupants and visitors: quality facilities, products and services to contribute to a more sustainable and inclusive world Employees and members: the opportunity to contribute to sustainable development, develop professionally, and work in a healthy and inclusive environment world
7
Financial Annual Report
2020 was the fifth consecutive year that KIT maintained its financial independence, free from structural government funding. However, our normalized results cannot be compared to those from 2019 due to the COVID-19 crisis.
In the Knowledge Unit, the subunit Health performed above target
As in previous years, Intercultural Professionals (IP) performed
and showed a positive result. Subunit Sustainable Economic
below expectations in 2020. This was partly due to the ongoing
Development/Gender (SEDG) performed a little below target, but as
pandemic which prevented courses from taking place.
a whole, the Knowledge Unit showed a positive result even without Government Emergency Wage Compensation (NOW) subsidies.
Priorities in 2021
KIT’s mission to build more equitable and sustainable societies was
For&mßøßœßøßı&mwe&mhave&mestablished&ma&mnew&mmultiannual&mstrat
further supported by our Real Estate and Hospitality units. The
Leading KIT's overall strategy is the 'one KIT concept'. This strategy
impact of the pandemic caused Hospitality to perform below
aligns the objectives of all KIT (sub)units, Health, SEDG, Real Estate,
budget in 2020 and made it necessary to reorganise the unit.
IP, SDG House and Hospitality, to achieve KIT's mission.
Contracts with suppliers were terminated, staff were made redundant and brought back to a ‘skeleton staff’. This team is now
Priorities for the coming year:
preparing to begin activities again when the situation allows. •
We will continue our aim to diversify the customer base of the
In&mprevious&myearsı&mpart&mof&mthe&msurplus&mRowed&mdirectly&Knowledge minto&mthe& Unit mto KIT&m manage the impact of changing Knowledge Investment Fund (KIF) – aimed at contributing to
government policies
knowledge&mgeneration&mand&mthe&mpro4ling&mof&mour&mknowledge& • Wemare which& bringing min&mfocus on a number of development turn supported our gender, health and sustainable economic
knowledge themes and co-investments in knowledge work
development knowledge work. In 2020, this was reduced because
funded by KIT’s own Knowledge Investment Fund, which in
of the economic circumstances.
turn is funded by our positive results and fundraising •
We will further invest in KIT’s premises to make the building
The&mReal&mEstate&mUnit&mdelivered&ma&mstable&m4nancial&mperformance& more attractive min& and m strengthen the reputation that KIT is 2020. With our reputation as a hub for sustainable development,
gaining with SDG House as a hotspot for sustainable
our building continued 97% occupancy with only a few spaces left
businesses
to&mrent&mout&mafter&mthey&mhave&mbeen&mrenovated&mDespite& • Atmthe the& end mCOVID& of 2020, m we further developed the plan to crisis, new tenants took up residence in our building, and we have
modernize&mthe&mhotelı&mmake&mit&menergy&mewcientı&mand&mbet
continuing interest from presepctive tenants. SDG House
to the wider campus. We hope to commence the renovations
contributed&mto&mour&mpro4le&mby&mbringing&mtogether&ma&mcommunity& in&mßøßœmof&m sustainability experts, entrepreneurs, policymakers, and NGOs housed on KIT’s premises.
8
Council of Members Supervisory Board Management Board Operations
Knowledge Unit
SDG House
Real Estate
Holding KIT BV
KIT Hotel BV 100%
KIT Intercultural Professionals BV 100%
Stichting Eijkman Medaillefonds
Expl. Mij. Tropenhotel BV 100% Annona 5,7%
Cassia Co-op 4,65%
9
Financial Annual Report Turnover of the units in KIT Royal Tropical Institute x&m&mœıøøø
Consolidated Balance Sheet as of December 31, 2020 (Before Appropriation of Results)
2020
x&m&mœıøøø œıøøø
Assets Tangible&m4xed&massets
œßıøøø
œı
Intangible&m4xed&massets œøıøøø
Financial&m4xed&massets
6,000 ıøøø
œø ßıø
ßœ ßıœ
28
Project amounts to be received
œı
ßı
Receivables
ßı
ıœ
Cash
œıß
œıßœ
Total Assets
46,047
45,224
øı
øı
Equity and Liabilities
2,000
Equity SED&G ßøœ
Health
Real Estate
IP&mBV KIT&mHotel&mBV&m Hospitality
2020
Provisions
œı
œı
Current liabilities
œı
œßı
Total Equity and Liabilities
46,047
45,224
Main sources of Revenue x&m&mœıøøø
2020
Main sources of Revenue x&m&mœıøøø
2019
Nuwc&m
2,792
Nuwc&m
ıœ
Nationaal Museum voor Wereldculturen
2,778
Nationaal Museum voor Wereldculturen
ßıœ
KIT&mHotel&mBV
ßıœ
KIT&mHotel&mBV
ßıœ
Plan International Nederland
œıœ
Plan International Nederland
AGRA-alliance for a Green Revolution in Africa
œıœ
AGRA-alliance for a Green Revolution in Africa
Ministerie van Buitenlandse Zaken
997
Ministery of Health and Social Welfare Liberia Stop TB Partnership
10
ßœıß
Stocks
8,000
0
2019
907
Ministerie van Buitenlandse Zaken Ministery of Health and Social Welfare Liberia
ø
Stop TB Partnership
œ
Nederlandse Org voor Wetenschappelijk Onderzoek (NWO)
Ͽ
Nederlandse Org voor Wetenschappelijk Onderzoek (NWO)
øß
Linneausstraat&mCV
ß
Linneausstraat&mCV
ß
Results of the individual departments of both KIT and KIT Holding BV 2020
x&m&mœıøøø Health Sustainable Economic Development & Gender
ø
øß
æø
Ͽ
Results for Knowledge Unit
ϧ
SDG House
æœ
Real Estate
œıß
NOW Subsidies
œıßß
Results for line departments
ıøß
Results for staff departments Total results for all departments of KIT Royal Tropical Institute
KIT&mHotel&mBV&m
ß œıß
æ
80
ßı
Release/Dotation Provisions Results KIT Royal Tropical Institute
2019
œı
œ ıœß
ßıœø
æıœ
NOW Subsidies TVLłTOG&mSubsidies Result&mKIT&mHotel&mBV
KIT&mIP&mBV
œ æßıœ
æœ
(298)
NOW Subsidies TVLłTOG&mSubsidies Result&mKIT&mIP&mBV
œ æß
Holding&mKIT&mBV Resultsı&mHolding&mKIT&mBV&mConsolidated Result Foundation Consolidated results
(298)
(96) æı
ß æ
–
–
(321)
2,131
11
Social Annual Report KIT Human Resources was at the forefront of the organisation’s efforts to respond and adapt to the COVID-19 pandemic, comprising the bulk of the team’s activities in 2020. Facilitating working from home, creating corona-safe workspaces in the office, dealing with new forms of work stress and illness, and difficult reorganizations of the Intercultural Professionals (IP) and hospitality units were some of the challenges faced during this unprecedented year. As with many organisations, the onset of pandemic restrictions
Professionals’ ability to provide in-person trainings, which forced a
meant changing the way we work and shifting most employees to
similar reorganization.
home working) HR provided computer equipment and quality office chairs, while also offering digital coaching through the Inuka app to
Despite these painful setbacks, we look towards the future with
reduce work-stress and improve work-life balance, something
hope. Hospitality is busy preparing to reopen and reimagine our
which remains an important focus for the organisation. Later in
venue and facilities, and the IP team is using this reorganization to
2020, KIT also offered compensation to all employees to offset the
refocus on its mission and position in the marketplace. Meanwhile,
costs they incur through working from home.
the Knowledge Unit increased their client base and took on new long-term assignments, which allowed us to hire several new
Corona had a harsh impact on our restaurant, hotel and
employees, creating a younger and more international workforce.
conferences facilities, which were required to close for much of the year) In light of this prolonged closure
we made the difficult
decision to reorganize the hospitality unit during the summer. Pandemic measures also severely affected Intercultural
Total workforce (excluding internships)
193
Number of employees who left
Employment status Permanent
Ͽ
Temporary Internship
12
Outflow
Of which Contract
œ
Internship
Inflow
Outflow was a result of
Number of new employees
Expiry of contract (incl. interns)
Of which
At own request
Contract
29
Restructuring
Internship
26
Retirement
27
9 29
Number of men and women in the organization
79
æœ
114 æ
Staff details Average age
ı
Number of nationalities
27
Number of people with a distance to the labour market Number of people being trained
2
Number of people with a refugee status
œ&m
"I started at KIT Hospitability five years ago as part of my reintegration into the labour market. Working on events is hard, but the real family feeling in the team makes it fun. The ever-changing menu and different sorts of events mean I’m constantly exposed to new recipes and styles of cooking, and make KIT a great place to learn. The international character of De Tropen Café means you cook food from all over the world, allowing you to grow as a chef." - Sergio
13
Corporate Governance A Letter from Paul Strengers, Chairman of the Supervisory Board
The Supervisory Board was proud to see KIT emerge from an
Meanwhile, the tireless efforts of KIT staff ensured continuity,
extraordinary and challenging year on a strong footing.
innovation and growth across its diverse activities. The Knowledge Unit
remains&m4nancially&mand&moperationally&msustainableı&mbacked&m The Board works closely with KIT’s Management Team, offering
new long-term assignments and partnerships. SDG House gained
guidance and advice on matters related to the organisation’s
ground, attracting new members and bringing like-minded communi-
activities&mand&mstrategic&mpriorities&mwhile&mproviding& ties together m4nancial& in the moversight& form of the SDG m House Network. KIT’s hotel, This relationship took on new meaning this year. As the full weight
restaurant and conferencing and events businesses showed vision and
of the pandemic took shape, the Board decided to work more
creativity in the face of a near-total shutdown of the hospitality sector.
closely with management, holding monthly meetings for the
The&mBoard&mis&mcon4dent&mthat&mKIT&mHospitality&mwill&mrecover&m
remainder of the year to assist in the organization’s response to a
and play a crucial role in the organization’s success in the years to
rapidly changing reality.
come.
As with many organizations, the pandemic constrained KIT’s
This year, we were sad to see long-time member Maarten le Clercq
4nancial&mperformance&min&mßøßø&mBut&mdespite&mthis&msetbackı& depart the mwe&Supervisory mwere&m Board. Maarten served as the Board’s encouraged by the momentum that KIT generated on its strategic
vice-chairman and also as the Chairman of the Audit Committee.
objectives. This was vital to safeguarding its future and ensuring
We will miss his expertise and his kind and constructive demeanour,
that we will continue to deliver impact on the Sustainable
and we wish him well in his future endeavours. He will be missed!
Development Goals in the Netherlands and abroad. We were also grateful for the support and advice of the Council of The Board was actively involved in KIT’s efforts to update its
Members. We were pleased with our collaboration this year, and we
organizational strategy in 2020, participating in roundtable
look forward to building on this relationship.
discussions and collaborating with management, staff and TheRockGroup to develop a bottom-up roadmap for the coming
As we look to the future, we do so with hope and optimism. KIT’s
4ve&myears&mThe&mnew&mstrategy&mis&ma&mnotable&machievement& resilience mgiven& andmadaptation the&m over the past year is a testament to the challenging circumstances.
quality of its people, and with an updated strategy in hand, we are
con4dent&mthat&mthe&morganizations&mfuture&mremains&mbright&m While&mprominentı&mthe&mpandemic&mdid&mnot&mde4ne&mßøßø&mfor& faces mKIT& am long The&road m to recovery and sustainability; amidst this evolving Black Lives Matter movement was pivotal and offered a poignant
world, KIT has much to offer, and we look forward to working with you
opportunity&mfor&mKIT&mto&mreRect&mon&mits&mways&mof&mworking& in&mmand& ßøßœ&mmforge& to&mbuild& ma&m ma&mworld&mwhere&mno&mone&mis&mleft&mbehind&m more inclusive and diverse working environment. We were proud to see KIT establish a new committee on Diversity, Institutional Racism and Colonial History
14
Sincerely, Paul Strengers
A Letter from Floris Recourt, Member of the Council of Members
Amidst the anguish and uncertainty of 2020, KIT delivered on its
effectivenessı&mewciency&mand&morganization&mof&mthe&mBoard&mas&m
mission and made great strides in its journey to become a global
interplay with the Council and KIT Management. One notable
leader in knowledge, hospitality and education dedicated to the
change&mwas&mthe&maddition&mof&mthe&mBoards&mChief&mAudit&mOwcer
Sustainable Development Goals.
Council’s Reading Commission, a move that better aligns our respective statutory obligations and our duties in practice.
KIT’s Council of Members provides oversight of the Supervisory Board, electing its Directors and working with them to approve the
Meanwhile, we were pleased to welcome Rogier de Jong, Executive
organization’s budgets and guide its strategy. The Council held two
Director at ABN AMRO, to the Council. Rogier will take over for long-
meetings in 2020, during which we reviewed KIT’s performance and
time member Toon Peek. We were sad to see Toon and Sjoukje
future strategy, discussed and approved budgets, and worked
Rullman depart the Council this year; they brought tremendous
together with the Supervisory Board to strengthen organizational
talent and dedication to their roles and we will miss their
governance.
contributions and energetic presence.
Like many organizations, KIT suffered at the hands of the
While much has changed in the past year, the need for sustainable
pandemic, with cuts to hospitality and intercultural professionals
and inclusive societies remains urgent. This is central to KIT’s
resulting from a downturn in demand. But despite these
missionı&mand&mwe&mare&mcon4dent&mthat&mthe&mgroundwork&mlaid&m
challenges, KIT made admirable progress this year, strengthening
equips the organization to make a real impact together with its
its&mpro4le&mand&mportfolio&mof&mwork&mboth&min&mthe&mNetherlands& partners, clients mand& andmstudents in&m around the world. low- and middle-income countries around the world. Sincerely, Floris Recourt We were grateful for the opportunity to participate in the bottom-up effort to revamp KIT’s organizational strategy. We are pleased with the outcome of this process and the ambitious objectives&mthat&mKIT&mhas&mset&mfor&mitself&mwe&mare&mcon4dent&mthat&mit&mwill&m succeed. You can learn more about the new strategy on page 6 & 7 of this annual report. The Council and Supervisory Board also worked together to strengthen KIT’s organizational governance. Members of the Council participated in an evaluation of the Board, a process which bore fruitful discussions and conclusions about ways to improve the
15
Boards and Council As of December 2020
Supervisory Board Chairperson
Mr P.F.W. (Paul) Strengers
Member, Appeals Committee for Disciplinary
Council of Members
Court, Banking and DSI
Mr M. (Miltiadis) Gkouzouris
Member of the Advisory Committee
CEO&mHVA&mInternational
Former Director Medical Affairs and Product
Guarantee SME (BMKB) Ministry of Economic
Development Sanquin Plasma Products
Affairs
Executive Director International Plasma and
Member of the Board of Directors
Fractionation Association
NCH, Netherlands Center for Trade Promotion
Member of the WHO Expert Committee on
Member Stichting Netherlands Advisory Board
Biological Standardization
on Impact Investing (NAB)
Founder & Managing Director Acacia Impact
Former Chair of the Red Cross District of
Member Board of Directors of EDFI (the
Innovation&mBV&m
Amsterdam-Amstelland
association of bilateral European Development
Former Head Philips Africa Innovation Hub
Mr P.L. (Pierre) van Hedel Former CEO Rabobank Foundation
Mr M.M.J.W. (Maarten) van Herpen
Financial Institutions)
Vice-chairperson/Chair Audit Committee
Mr H.M. (Maarten) le Clercq
Mr R. (Rogier) de Jong Ms J. (Joyeeta) Gupta
On behalf of ABN AMRO Bank
Prof. on Environment and Development
(from September)
Former Chair Supervisory Board Spaarne
in the Global South, UvA
Chief&mRisk&mOwcer&mof&mInternational&mCard
Gasthuis
Co-chair of Earth Commission
Services
Former CEO Sanquin
Member&mof&mBoard&mof&mSNV
Bloedvoorziening
Formerly, Board of Oxfam Novib
Former CEO Ipse/de Bruggen
Formerly, co-chair of UNEP's Global
Former Supervisory Board Migros Ticaret A.S.
Former member Executive Board Leiden
Enviromental Outlook
Istanbul, Turkey
University Medical Center
Fromerlyı&mVice&mPresidentı&mCommissie&m
Advisor Thalad Thai Bangkok,
Formerly with Royal Dutch Shell
Ontwikkelings-samenwerking (COS)
Coach Startupbootcamp
Formerly, Member, Adviesraad Internationale
Former CEO/Director Makro Asia, Walmart,
Vraagstukken&mæAIV
Bijenkorfı&mAgriretailı&mBank&mof&mAsiaı&mV&D
Member Audit Committee
Mr J.C.A. (Jacob) de Jonge
Mr P.J. (Philipp Jan) Flach CEO Logex
Mr J.M. (Jacques) Kwak Former Partner Colliers International
vaartziekenhuis in Amsterdam and the MC
Board&mmember&mSt&mGastenverblijven&mVUmcVice&mPresident&mExternal&mRelations&m&m
Groep hospitals in Lelystad, Emmeloord and Dronten
Management Board Mr M.M. (Mark) Schneiders
Ms L.G. (Linda) Broekhuizen
16
Ms S. (Saskia) Kapinga
Former member Executive Board of Sloter
CEO KIT Royal Tropical Institute
on behalf of Shell Benelux & France
Mr J. (Jeroen) Kohnstamm Advisor to the Ministry of Commerce in China
Chief&mInvestment&mOwcerı&mManagement&mBoard& Director m Corporation of European Pharmaceu-
(MOFCOM)
Member FMO, Dutch Development Bank
tical&mDistributors&mæCEPDı&mNV
Chair Dr. Olfert Dapper and China Foundation
Member of the Development Cooperation
Voorzitter&mbestuur&mSint&mAntonius&mStichting Former Secretary General of Factors Chain
Committee (COS) Advisory Council on
Member Board of Directors International
International Affairs
Fertilizer Development Center (IFDC)
International
Mr J.A. (Johan) de Koning
Ms Y.E.M. (Yolanda) Verdonk-van Lokven
Chair Complaints Committee NICAM
M.Phil on behalf of Unilever
on behalf of NS
æNetherlands&mInstitute&mfor&mthe&mClassi4c
Economic advisor Unilever
NS Director HR & Organization
of Audio-visual media/Kijkwijzer)
Head of External Affairs Unilever Nederland
Member&mSupervisory&mBoard&mNVP
Chair Advertising Code Committee
Chair Stichting Jan van Stappenspoorprijs
Former&mVice&mPresident&mRechtbank&m
Member Advisory Board Dutch Banking
Amsterdam
Mr M. (Marinus) Pannevis Former Lawyer/curator DLA Piper Nederland&mNV Chair Stichting Havenstraat
Association
Ms I. (Irene) Visser Head of strategy & International Relations
Chair&mStichting&mSyrische&mVrijwilligers& at m Atradius Dutch State Business Nederland
Former Managing Director Netherlands
Chair Stichting Philomela
&mAfrican&mBusiness&mCouncil
Board&mmember&mVolksuniversiteit&m Amsterdam
Board member of Foundation Max van der Stoel
Former Partner of Egon Zehnder
Advisory Board member of the Orange
International
Knowledge Programme of the NUFFIC
Partner Commissarissensearch
Scholarships
Executive Coach, Board Evaluator, Trusted
Former Diplomat Ministry of Foreign Affairs
advisor
Owner of Summerschool/Winterschool
Mr P. (Peter) Gildemacher Head of Knowledge Unit
Ms I. (Ineke) Noordhoek Director&mKIT&mHotel&mBV
Mr J. (Jader) Franklim Pinto Director KIT Intercultural Professionals
on behalf of the City of Amsterdam Director&mMayors&mOwce&mof&mAmsterdam
Moderator and facilitator of innovation Member of the board Cloverleaf Foundation
Mr L. (Louis) van den Berghe
æuntil&mœ&mOctober
Ms K. (Karin) van der Wansem æuntil&mß&mAugust
Manager Marketing & Communications
Manager Finance & Operations
on behalf of De Maatschappij
Ms R. (Rolien) van Rijckevorsel-van Dijk
Mr M. (Maarten) van den Berg
Mr R.G. (Rob) de Vos Board&mmember&mof&mAKVO
Mr F. (Floris) Recourt
KIT Management
Ms A. (Annerink) Post Manager Human Resources
Mr J.M.M. (Jack) van de Winkel on behalf of Deli Maatschappij
Ms M. (Marielle) van Rumpt
Former&mPresident&mof&mNV&mDeli&mMaatschappij Director&mKIT&mHotel&mBV
Mr H. (Herbert) Schilthuis Global Director Health Heineken International&mBV
Special advisor to the Council
Ms Sj.A. (Sjoukje) Rullmann
Ms L. (Lindy) van Vliet Head of Knowledge Unit
æuntil&mœ&mNovember
Mr R. (Rembrandt) Sutorius
Member Supervisory Board Nationaal
on behalf of ARTIS Amsterdam Royal Zoo
Museum van Wereldculturen
Director
Member Supervisory Board Wereldmuseum Rotterdam
17
Holding KIT BV
Ms I. (Irina) Wagner
Management&mBoard&mof&mHolding&mKIT&mBV
KIT Health Advisor
Mr M.M. (Mark) Schneiders
(until March)
Director of the Executive Board KIT Intercultural&mProfessionals&mBV
Mr J. (Jader) Franklim Pinto
Ms J. (Julie) Newton KIT Sustainable Economic Development
æuntil&mœ&mOctober
and Gender Advisor
Director&mof&mKIT&mHotel&mBV&m
(until March)
Ms I. (Ineke) Noordhoek Ms M. (Marielle) van Rumpt
KIT Works Council Mr H. (Hermen) Ormel
Dual council member with Hermen Ormel (from March)
Ms E. (Elisabeth) Kleipool KIT Health Advisor
KIT Health Advisor
Co-chairperson
Chairperson
(from March)
(until March) Dual council member with Julie Newton (from March)
Mr P. (Pierre) Pratley KIT Health Advisor Co-chairperson
Mr A. (Anton) Sneep
(from March)
Finance & Control Project Administrator Vice&mChairperson (until March)
Ms A. (Amy) Spaan Project&mOwce&mTeam&mLeader Vice&mChairperson
Ms L. (Lucie) Blok
(from March)
KIT Health Advisor (until March)
Ms B. (Bianca) Tolboom KIT Health Advisor
Ms C. (Coosje) Hoogendoorn
(from March)
KIT Sustainable Economic Development and Gender Advisor (until March)
Ms D. (Debby) de Vries Marketing & Communication - Content Manager
Ms L. (Lonneke) van der Waa Project&mOwce&mProject&mOwcer (until March)
18
(from March)
Students and KIT staff celebrating during the opening
ceremony&mof&mthe&mßøßøßøßœ&mschool&myear&mfor&mthe&mMasters programmes in International and Public Health.
Contact
Colophon May&mßøßœı&mAmsterdamı&mThe&mNetherlands This Annual Report is a publication of KIT Royal Tropical Institute ISBN: 978-90-8287-8929 Coordination Alexander van der Mije Texts and Editing Roland Kielman, Tristan Bayly Layout Alexander van der Mije, Tristan Bayly Contributors This publication would not have been possible without the support of
Karin&mvan&mHekı&mMark&mSchneidersı&mAnnerink&mPostı&mLindy&mvan&mVlietı&m Gildemacher, Louis van den Berghe, Maarten van den Berg, Ineke Noordhoek, Marielle van Rumpt, Nico van Bockel, Paul Strengers, Floris Recourtı&mKim&mVandenberghe&mand&mSergio&mvan&mDams Photography Roland Kielman, Tristan Bayly and Susan Huider