GCN roundtables Annual Conference| 30 March 2023

Wibren Veldhuizen

Baker McKenzie

Melle van Diepen


Restructuring in crises: do's and don'ts for GCs

It is becoming increasingly difficult for GCs and their legal departments to keep track of the laws and regulations they must comply with in different countries. Partly due to successive crises, the amount of national, European and global legislation and regulations is increasing sharply. Complicating factors include the fact that laws and regulations sometimes contradict each other and court decisions are less predictable. Based on an example case, we provide a suggestion on how to deal with this challenge.

Martijn Vermeeren


Matthijs Onder de Linden

Redmore Group

Restructuring in crises: do's and don'ts for GCs

That companies restructure once in a while is normal. However, the recent succession of new high-impact unexpected situations (think Covid, Ukraine, rising interest rates, climate) have made restructuring more necessary and often on a larger scale than before. What actions does this require from GCs? What (im)possibilities are there from a legal perspective and how can you act on them proactively? We will exchange views and tips on this.

Jan Jakob Peelen


Anne Veldhuizen


Sustainable or greenwashing? De rol van de GC

How can a GC contribute to a sustainable corporate profile without being interpreted as greenwashing?

Wieger ten Hove

Eversheds Sutherland

Jeroen Dees


(I)CSR - Curse or blessing?

The initiative bill responsible & sustainable international business is currently raising tongues. What does IMVO mean for companies? Using a number of statements (dilemmas), we would like to explore with you the many aspects involved, including: the legal framework, reporting and due diligence obligations, impact on our business environment, practical implementation and potential liabilities, etc. Is IMVO an onerous duty, a threat or rather an opportunity?

Wout Olieslagers


Marc Voskuil

Atos BeNeLux

Role of the General Counsel in cybersecurity incidents
Learning to understand and translate internal cybersecurity interests into policy and, where necessary, balanced contract provisions in a timely manner. How do you ensure proper alignment internally and externally before a crisis befalls you?

Rosalie Brand

Kennedy Van der Laan

Nathalie Maccow


The criminal brain

Cybercrime has undergone a strong evolution in recent years. We will take you into the world of this organised crime and the response to it from Europe, the government and our investigators (the police and prosecutors). How do we defend against this global threat? And what is your organisation’s response to a cyber attack? This is something we would like to discuss!

Timo Jansen


Annette Oosters


Managing the disfunctional Board

The most unforeseen crisis for the GC is that the board of directors or commissioners is dysfunctional. The recent intervention by the Commercial Chamber at Centric is a striking example. During this roundtable, experiences and observations will be exchanged.

Jurriaan Jansen

Norton Rose Fulbright

Osama Hussain


The evolving role of general counsel and the legal team in the context of crisis management
  • How to build a robust governance framework involving internal stakeholders in an efficient manner within an international organisation;
  • How to ensure to embed external advisors into this framework in order to be ready in case of a crisis.

Taking into account best practises from an external perspective, lessons learned from managing dozens of cyber incidents.

Steven Storm

Van Benthem & Keulen

Margreet Hoekstra


GC leadership in crisis situations: lead or suffer?

GC leadership in crisis situations: lead or suffer? How important is personal leadership in this? Wat zijn de do’s en dont’s?

Richard Le Grand

Windt Le Grand Leeuwenburgh Attorneys

Eline van Haeren

Van Leeuwen Pipe and Tube Group

The latest Corporate Governance Code: what to do with it as a GC?

Key changes in the new Code are that directors are responsible for sustainable long-term value creation and that companies must define diversity and inclusion policies for the entire company. What does this mean for companies, including unlisted ones, and what should or could you address as General Counsel?