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 May 2023)
Diversity and Competence Matrix – as at 1 May 2023: 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 Retail) | 1977 | F | Turkish | ⊛ | ⊛ | ⊛ | ● | ● | ⊛ | ● | ● |
| Andrew Bester (MBB, head of Wholesale Banking) | 1965 | M | British/South African | ⊛ | ⊛ | ⊛ | ⊛ | ● | ⊛ | ● | ⊛ |
| Marnix van Stiphout (MBB, chief operations officer and chief transformation officer) | 1970 | M | Dutch | ⊛ | ● | ⊛ | ● | ● | ⊛ | ⊛ | ● |
| Görkem Köseoğlu* (MBB, chief technology officer) | 1976 | M | Dutch | ||||||||
Diversity and Competence Matrix - as at 1 May 2023: 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 |
| Karl Guha (Chair) | 1964 | M | Dutch | ⊛ | ⊛ | ⊛ | ⊛ | ⊛ | ⊛ | ● | ⊛ |
| Mike Rees (vice-chair) | 1956 | M | British | ⊛ | ⊛ | ⊛ | ⊛ | ⊛ | ● | ⊛ | ● |
| Juan Colombás | 1962 | M | Spanish | ⊛ | ⊛ | ⊛ | ⊛ | ⊛ | ⊛ | ⊛ | ● |
| Margarete Haase | 1953 | F | Austrian | ⊛ | ⊛ | ⊛ | ⊛ | ● | ⊛ | ● | ● |
| Lodewijk Hijmans van den Bergh | 1963 | M | Dutch | ⊛ | ⊛ | ● | ● | ● | ● | ● | ⊛ |
| Herman Hulst | 1955 | M | Dutch | ⊛ | ⊛ | ● | ⊛ | ● | ● | ● | ● |
| Harold Naus | 1969 | M | Dutch | ⊛ | ● | ⊛ | ● | ⊛ | ● | ● | ● |
| Alexandra Reich | 1963 | F | Austrian | ⊛ | ⊛ | ● | ● | ● | ⊛ | ⊛ | ⊛ |
| Herna Verhagen | 1966 | F | Dutch | ⊛ | ● | ● | ● | ● | ⊛ | ⊛ | ⊛ |
Information as at 1 May 2023
Legend:
● 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.