KIT Annual Report 2020

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