Management structure
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ING has a two-tier board structure consisting of the Executive Board and the Supervisory Board. In ING's view, a two-tier board is the best way to create the proper checks and balances in the company.
The Executive Board is responsible for day-to-day management of the business and long-term strategy. The Supervisory Board is responsible for controlling management performance and advising the Executive Board. The Supervisory Board is made up exclusively of outside directors.
Related links
Diversity and Competence Matrix (as at 1 January 2022)
Diversity and Competence Matrix – as at 1 January 2022: Management Board (EB/MBB)
| Management Board | Diversity | Competencies | |||||||||
| Name | Year of birth | Gender | Nationality | Executive experience | International experience | Banking | Finance / Audit | Risk | Operations | IT & Cybersecurity | ESG |
| Steven van Rijswijk (EB/MBB, CEO) | 1970 | M | Dutch | ⊛ | ● | ⊛ | ⊛ | ⊛ | ● | ● | ⊛ |
| Tanate Phutrakul (EB/MBB, CFO) | 1965 | M | Thai | ⊛ | ⊛ | ⊛ | ⊛ | ● | ● | ● | ● |
| Ljiljana Čortan (EB/MBB, CRO) | 1971 | F | Croatian | ⊛ | ⊛ | ⊛ | ● | ⊛ | ● | ● | ● |
| Pinar Abay (MBB, head of Market Leaders) | 1977 | F | Turkish | ⊛ | ⊛ | ⊛ | ● | ● | ⊛ | ● | ● |
| Andrew Bester (MBB, head of Wholesale Banking) | 1965 | M | British/South African | ⊛ | ⊛ | ⊛ | ⊛ | ● | ⊛ | ● | ⊛ |
| Aris Bogdaneris (MBB, head of Retail and head of Challengers & Growth Markets) | 1963 | M | Canadian | ⊛ | ⊛ | ⊛ | ● | ● | ⊛ | ● | ● |
| Ron van Kemenade (MBB, chief technology officer) | 1965 | M | Dutch | ⊛ | ● | ⊛ | ● | ● | ● | ⊛ | ● |
| Marnix van Stiphout (MBB, chief operations officer and chief transformation officer) | 1970 | M | Dutch | ⊛ | ● | ⊛ | ● | ● | ⊛ | ● | ● |
Diversity and Competence Matrix - as at 1 January 2022: Supervisory Board (SB)
| Supervisory Board | Diversity | Competencies | |||||||||
| Name | Year of birth | Gender | Nationality | Executive experience | International experience | Banking | Finance/ Audit | Risk | Operations | IT & Cybersecurity | ESG |
| Hans Wijers (chair) | 1951 | M | Dutch | ⊛ | ⊛ | ● | ⊛ | ⊛ | ● | ● | ⊛ |
| Mike Rees (vice-chair) | 1956 | M | British | ⊛ | ⊛ | ⊛ | ⊛ | ⊛ | ● | ⊛ | ● |
| Juan Colombás | 1962 | M | Spanish | ⊛ | ⊛ | ⊛ | ⊛ | ⊛ | ⊛ | ⊛ | ● |
| Mariana Gheorghe | 1956 | F | Romanian/ British | ⊛ | ⊛ | ● | ● | ⊛ | ⊛ | ● | ⊛ |
| Margarete Haase | 1953 | F | Austrian | ⊛ | ⊛ | ⊛ | ⊛ | ● | ⊛ | ● | ● |
| Lodewijk Hijmans van den Bergh | 1963 | M | Dutch | ⊛ | ⊛ | ● | ● | ● | ● | ● | ⊛ |
| Herman Hulst | 1955 | M | Dutch | ⊛ | ⊛ | ● | ⊛ | ● | ● | ● | ● |
| Harold Naus | 1969 | M | Dutch | ⊛ | ● | ⊛ | ● | ⊛ | ● | ● | ● |
| Herna Verhagen | 1966 | F | Dutch | ⊛ | ● | ● | ● | ● | ⊛ | ⊛ | ⊛ |
Information as at 1 January 2022
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● Has sufficient/advanced knowledge, skills and experience in the area and can make a balanced independent judgement on the matter
⊛ Is in addition considered an expert in relation to previous or current roles
- The purpose of this matrix is to provide ING’s stakeholders with an overview on the main aspects of diversity and competencies that ING considers to be the most relevant for its stakeholders.
- The competencies included in this matrix represent a non-exhaustive overview of the competencies that ING's corporate board members already had before joining ING and/or developed during their position(s) at ING.
- The content of the matrix is subject to change in the light of ING’s continually changing situation, markets and environment.
- Furthermore, for the appointments of new corporate board members, all relevant competencies are also shared with the ING’s supervisors DNB/ECB based on their standard suitability matrix to assess the collective competence of members of the management/supervisory body.