Risk, Resilience & Compliance

Business Agility

Government and Public Sector

Why a resilience-first approach is essential to address operational continuity risks.

Moving Beyond Compliance

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As digital threats become more frequent and complex, many organizations are feeling the pressure to comply with a growing web of laws, regulations and standards. Fear, Uncertainty &amp; Doubt (FUD) reporting in the media fuels this pressure. The board and senior management often have the idea that this compliance first approach at least gives effect to their duty of care responsibilities.
Yet, a "compliance first" mindset—where ticking boxes and meeting regulatory demands take precedence—can create a false sense of security. True resilience requires a holistic, resilience-first strategy. One that goes beyond compliance and embeds operational resilience into the DNA of the organization. 
At Highberg, we help organizations make this crucial shift, ensuring organizations are prepared not just to pass audits, but to withstand and recover from real-world disruptions.

Koen Harbers

Steven Debets

Netherlands

Organizational

Diversity, Equity & Inclusion

HR & People Analytics

A benchmark study on organizational readiness for the EU Pay Transparency Directive

Highberg EU Pay Benchmark- (2025)

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The EU Pay Transparency Directive (EUPTD) is reshaping how organizations manage and communicate pay fairness across Europe. To help employers prepare, Highberg conducted a benchmark study among 112 large organizations in the Netherlands, Europe, and beyond.
This report provides key insights into: levels of organizational readiness and compliance, main challenges and opportunities of the EUPTD and practical steps to achieve sustainable compliance.

Gido van Puijenbroek

Rogier Kerkhof

Highberg EU Pay Transparency Directive Benchmark- (2025)

Strategy & Change

Technology and Telecommunications

(High Tech) Manufacturing and Logistics

How Highberg partnered with Philips to enable behavioral change through gamified learning

From Awareness to Action:

In an era of constant transformation, organizations are under pressure to adapt quickly and sustainably. Traditional training programs often can fall short: knowledge is transferred, but lasting behavioral change remains limited. At Highberg, we believe that meaningful change only occurs when learning is embedded in behavior, and tied to actual behavior and habit formation.

Jonne Tillema

Elselieke van Aken

From Awareness to Action: How Highberg partnered with Philips to enable behavioral change through gamified learning

Financial Services

Clarity on GDPR roles: when to use a processor agreement and when it’s unnecessary

Everyone needs a data processing agreement!

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“Better safe than sorry,” “better too many than too few,” and “fire is worse.” All true, but still not a reason to start signing agreements unnecessarily. Yet this is exactly what I now see happening on a large scale. Organizations that share data are massively sending each other data processing agreements. And not just to each other: their own employees, the Tax Authority, and the company doctor are also being dragged into it. Please don’t forget to fill in annexes 1 through 4 yourself, in the name of the GDPR. No processing without a processing agreement. Or is there? Let’s start at the beginning.

Dorus-Jan ten Boom

GDPR roles: when to use a processor agreement and when it’s unnecessary

Culture Development

Building one culture together for the national cybersecurity organization

Culture as the foundation for change:

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How the NCSC and the DTC, together with Highberg, are building a shared identity for one national cybersecurity organization.

Anne de Brouwer

How the NCSC and the DTC are building a shared identity for one national cybersecurity organization with Highberg

People

An interview with Data Scientist Lea Thormählen at Highberg

What's it like working as a Data Scientist?

Lea Thormählen

At Highberg, data science plays a key role in helping organizations make informed, evidence-based decisions. To give you a closer look at what this work entails, we spoke with one of our Data Scientists, Lea Thormählen, about her role, the types of projects she works on, and what it’s like to be part of the Highberg team. From equal pay analyses to building dashboards and collaborating with colleagues across disciplines, their experience highlights both the technical challenges and the real-world impact of data science.

The Role of a Data Scientist at Highberg: Lea Thormählen

Organisatie

Government and Private Sector

Why culture can't be an afterthought

The sense of belonging in M&A

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Mergers and acquisitions often focus heavily on financial and operational integration, yet overlook one of the most critical factors for long-term success: cultural integration. A strong sense of belonging is a fundamental human need that drives engagement, performance, and retention. When disrupted during M&amp;A, it can lead to friction, disengagement, and costly turnover. This whitepaper explores the psychology behind belonging, its role in the workplace, and practical strategies for fostering a unified culture during mergers—drawing on Highberg’s firsthand experience and real-world case studies.

Merel Wensink

Sophie Loquet

The sense of belonging in M&A: Why culture can't be an afterthought

Data Management & Data Governance

Where and When Are Data Management and Governance Needed?

Data Management and Governance

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Your organization wants to take data-driven working seriously, but the question is: where do you start? Everything seems important—every system holds data, every process demands control. You consider launching a broad program, but get stuck in complexity and slow-moving structures. Meanwhile, risks persist and opportunities are missed. Does this sound familiar? You’re not alone.

Bjorn Cordia

Where and When Are Data Governance and Data Management Needed?

Balancing Defensive and Offensive Data Management

Grip and Value

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Your organization has more and more data available, yet it remains a constant struggle to use this data strategically while also complying with regulations. One team focuses on innovation and dashboards, while another worries about GDPR compliance, data quality, and audit trails. The reality is that without balance between control and utilization, the promise of data-driven work remains largely theoretical.

Grip and Value: Balancing Defensive and Offensive Data Management

Why Data Governance and Data Management Make the Difference

From Ambition to Practice

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You want to respond more quickly and effectively to societal challenges, but you receive reports whose reliability you cannot verify. Your organization collects large amounts of data, yet definitions vary, ownership is unclear, and innovations stall in fragmented information. There is an abundance of data – but what’s missing is oversight, control, and trust.

From Ambition to Practice: Why Data Governance and Data Management Make the Difference

Whitepaper: Accelerating DEI in 2025

Accelerating DEI in 2025

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Diversity, Equity, and Inclusion (DEI) has traditionally been shaped by external forces, reflecting the broader societal winds that influence our collective mindset – now those winds are shifting. Over the past few years, DEI has faced an unexpected challenge: a growing pushback. 

Amid growing public debate, concerns around DEI have been amplified by a new mix of politics, online commentary and economic uncertainty. In some circles, DEI is increasingly portrayed not as a pathway to greater inclusion, but as a source of division — reflecting broader tensions around identity, fairness, and belonging. 

This message resonates particularly with individuals who perceive themselves as sidelined by globalization, disadvantaged by economic change, or alienated by evolving cultural norms. 

The result is DEI is no longer just under scrutiny. It’s under pressure. Download the whitepaper to discover how to turn DEI backlash into an opportunity for deeper, more sustainable change.

Iris Hameetman

Chiara Kutschera

Alice Meyer-Delvendahl

We Have the Corrected Pay Gap, Now What?

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Throughout the previous blog posts, we have explored the importance of using an advanced Equal Pay methodology, the available techniques, and their strengths and weaknesses. Calculating the gaps is a key milestone. But it is just that: a milestone, not the finish line. The real work lies in understanding what is behind that gap and deciding how to close it. So, you have those crucial figures: your gender pay gap and equal pay gap, now what?

Ninande Vermeer

Why did we choose our methodology: Rake?

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So far, we have explored the <a href="https://highberg.com/insights/pros-and-cons-of-the-regression-based-techniques" target="_blank" rel="noreferrer noopener">strengths and weaknesses</a> of regression-based equal pay methods. Now let's focus on the weighing-based approach: our Rake method. We explore how it works and what its advantages and disadvantages are.

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Misalignment: Reporting vs Corrected Pay Gap

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In <a href="https://highberg.com/insights/pros-and-cons-of-the-regression-based-techniques" target="_blank" rel="noreferrer noopener">our previous blog post</a>, we explored the pros and cons of regression-based methods for analyzing the gender pay gap. One of the key drawbacks we touched on for Multiple Linear Regression (MLR) and the Pay Prediction approach is that the way the equal pay gap (= corrected gender pay gap) is calculated does not align with the legal definition used for reporting.
But what does that really mean? Let’s break it down.

Pros and cons of the regression-based techniques

Pros and cons of regression-based techniques

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In <a href="https://highberg.com/insights/what-equal-pay-methodologies-are-out-there" target="_blank" rel="noreferrer noopener">our latest blog</a>, we have introduced the main Equal Pay methodologies: Multiple Linear Regression (MLR), the Oaxaca-Blinder Decomposition (OBD), the Pay Prediction approach, and the Rake method. Now, let’s first take a closer look at the main strengths and limitations of regression-based approaches.

What Equal Pay methodologies are out there?

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In our <a href="https://highberg.com/insights/beyond-the-numbers-why-the-nominal-gender-pay-gap-isnt-enough" target="_blank" rel="noreferrer noopener">previous blog post </a>we explored the value of using an advanced equal pay methodology: it offers deeper insights into the root causes of pay gaps and supports with legislation like the EU Pay Transparency Directive. That naturally leads to the next question: what methodologies are available? In this blog post, we share with you several methods we have come across in our field of work.
Side note. In this blog series, we take the gender equal pay analysis as an example, but of course also other (two) groups can be compared, for example Western versus non-Western employees.

Understanding Equal Pay in Light of the EU Pay Transparency Directive

Why the Nominal Gender Pay Gap Isn't Enough

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Within Highberg we look at the topic of Equal pay from both an organizational and a legal perspective, but also through a methodological lens. After all, People Analytics is one of our expertise. There is not one way to Rome, and the same counts for doing an Equal Pay analysis. But you might ask yourself which methodologies are available, what benefits or disadvantages they have, and the ultimate question: which method to choose? In this blog series we will explore just that. We will explore the different Equal pay methods we have seen in our field of work, the pros and cons of each, and which one we prefer. But, before we deep dive into the details, why do you even need a "method" when working on Equal pay?

Beyond the Numbers: Why the Nominal Gender Pay Gap Isn't Enough

Striking the balance between compliance and responsiveness

Target Operating Models

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In today’s highly regulated industries — from finance to pharmaceuticals to public services — organizations face a delicate balancing act. They must operate with stability, precision, and predictability, ensuring full compliance with evolving regulatory requirements, while also staying responsive to shifting customer expectations, competitive pressure and changes in legislation. Designing and implementing an effective operating model that enables an organization to tackle both these sides can be challenging. 
There are many reasons why organizations in a highly regulated industry find it challenging to develop an effective and long-term operating model that strikes the balance between responsiveness and operational stability. Highberg has identified a set of key factors that, in our experience have a strong impact on achieving this golden balance: complex regulations and compliance, siloed organizational designs, and lastly, a risk-averse culture and mindset.

Valerie Gögel

Target Operating Model in a highly regulated environment: Striking the balance between compliance and responsiveness

How governmental organizations fail to execute on their policies

Overcoming the Policy Implementation Gap

What do the energy transition, the digital transformation of the Dutch National Police, and the digitalization of the Dutch National Archive have in common? These are all large-scale initiatives with high impact, crucial for the future and the greater good. Yet, despite their importance, they all ended up far from meeting their forecasted budgets, timelines, and expected outcomes. 
These failures are not simply poor planning; they reflect a much deeper issue: the inability of governmental organizations to effectively execute their own policies, regardless of how well-intentioned or carefully crafted those policies are.

Niels Groen

Noah van Kessel

Beloning

Is your organization ready? Our SaaS solution provides the answer

EU Directive Pay Transparency in 2026:

Is your organization ready for the EU Directive Pay Transparency in 2026?

Major changes in wage transparency legislation are about to be implemented and will directly impact companies across the European Union. The EU Pay Transparency Directive on wage transparency is in the implementation phase and requires organizations to disclose job and salary structures, create pay gap reports, and take action to ensure fair remuneration. Since all EU member states must incorporate the directive into their national legislation by 2026, companies with more than 100 employees (both public and private organizations) will be required to report pay gap data.

Henrieke van Bommel

HR Business Partner at Highberg

Interview with Marleen Werkhoven

Marleen Werkhoven

Marleen Werkhoven, HR Business Partner at Highberg, gives us a glimpse into her daily work and the unique dynamics of working within a growing organization. From strategic projects to conversations with colleagues: her role is both multifaceted and impactful. Curious about what makes her work so interesting and what a day in the life of an HR Business Partner looks like? Keep reading.

Day in the Life of an HR Business Partner at Highberg: Marleen Werkhoven

Balancing Accountability and Transparency

Case study Government Policy Organization

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A policy organisation within the Dutch central government faced the challenge of collecting, processing, and making large volumes of digital communication—such as chat messages, documents, and emails—available in a structured and careful manner. The urgency stemmed from increasing pressure due to accountability legislation, such as the Open Government Act (Woo) and the Archives Act.

Case study Government Policy Organization: Balancing Accountability and Transparency

In executing their strategy to improve timetables

Highberg supports NS

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The NS chain “Specific Days” was facing a decline in timetable quality combined with increased workload for its employees. This was primarily caused by shifts in passenger behavior following the COVID-19 pandemic, staff shortages, and a growing number of last-minute changes in rail maintenance. Due to these developments—alongside high work pressure and the ad hoc nature of the chain—NS struggled to internally shape and sustainably implement the necessary changes.
As a result, Highberg was brought in to analyze bottlenecks within the chain, design a future vision, and implement it iteratively. This led to annual savings of €300,000, measurable cultural shifts, and improved employee satisfaction.
The project lasted ten months and consisted of analysis, design, and implementation phases, all carried out using an agile approach.

Casper Groenink

Highberg supports NS in executing their strategy to improve timetables

Mastering Solution-Level Application Integrity Across Multiple ARTs

Agile Orchestra sounds like a Garageband?

When Your Agile Orchestra Sounds More Like a Garage Band

The article compares coordinating multiple Agile Release Trains (ARTs) to a jam session - great when in sync, chaotic when not. It outlines seven common pitfalls in large-scale Agile development, like inconsistent coding, broken dependencies, and unclear testing. The solution: align teams with shared standards, strong automation, centralized configuration, and clear communication. The goal is to maintain creativity without compromising application integrity.

Davar Azarmi

When Your Agile Orchestra Sounds More Like a Garage Band!

Strategy & Portfolio Management

How complexity demands different Risk- and Project Management

IT Projects Break all the Rules

In my 30 years working in consulting, helping large organizations to navigate the challenges of large-scale software development, I’ve learned a hard truth: Managing IT projects with traditional project management and risk frameworks does not work. No matter how much rigor you apply, no matter how many “good practices” you adopt, IT projects stubbornly defy predictability.

Ralph Hofman

IT Projects Break all the Rules: How complexity demands different Risk- and Project Management

Strategy Development & Execution

Energy and Utilities

Unlocking the Execution Challenge of the Energy Transition

From Planning to Progress:

Energy in Transition: The Culture, The Challenges and The Opportunities

The Dutch energy sector is facing its greatest transformation since WWII, as electricity demand rapidly outpaces the grid’s capacity. Grid operators must expand, reinforce, and digitalize their networks faster and smarter, while fundamentally rethinking how the energy system is planned and governed. This challenge goes beyond infrastructure, it requires a shift in mindset, strategy, and societal responsibility. As public institutions, grid operators play a vital role in ensuring the transition is not only effective, but also fair, inclusive, and widely supported. At Highberg, we are proud to support them in shaping a resilient and equitable energy future. The transformation these companies are undergoing offers valuable insights into the broader shifts shaping the sector. From our experience, real progress depends on five key transformation themes: Operational execution, external collaboration, competency development, strategy execution and performance driven culture.

Sjoerd Hogenbirk

Ralph den Bosch

Bob Verstraten

From Planning to Progress: Unlocking the Execution Challenge of the Energy Transition

Sustainability

Digital Strategy & Execution

Royal FloraHolland takes control of its data to make smarter decisions

Case study Royal FloraHolland

Royal FloraHolland, the world’s largest flower auction cooperative, needed a more effective way to track the performance of its software teams. These teams work within an Agile framework, where multiple teams collaborate and release software updates in synchronized cycles, known as Agile Release Trains (ARTs). While this approach allows for faster delivery, it also creates complexity in tracking team performance across various areas. Performance data was scattered across various systems, making it difficult for management to get a clear, unified view of how the teams were performing. As a result, leadership struggled to effectively track progress, identify potential bottlenecks, and optimize team performance to support the business’s fast-paced needs.

Case study: Royal FloraHolland takes control of its data to make smarter decisions

Employee Experience

What it is and how to use it effectively

Employee Net Promotor Score (eNPS) explained:

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Employee Net Promoter Score (eNPS) is a concept that has been used since the 1990s. eNPS provides insight into the extent to which employees recommend an organisation. eNPS is popular because it is easy to measure, calculate and benchmark.

Employee Net Promotor Score (eNPS) explained: What it is and how to use it effectively

Agility and Stability Go Hand in Hand

Agile Portfolio Management:

Agile Portfolio Management in the Public Domain: Agility and Stability Go Hand in Hand

In 2025, the Dutch government faces an ever-increasing challenge: maintaining stability and course between technological innovations, social expectations and the implementation of laws and regulations. Citizens and society demand reliable services and consistent policy, while speed and agility have become indispensable to respond effectively to technological innovations and social expectations. However, many government organizations are still bound to traditional structures that hinder agility and innovation. This contradiction makes it difficult to act decisively and with a focus on the future.

Agile Portfolio Management in the (Dutch) Public Domain

Retail and Consumer Goods

'Our salespeople have become coaches'

New Reward Structure at Bruynzeel Kitchens

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As a customer, negotiating discounts on your new kitchen is no longer an option at <a href="https://www.bruynzeelkeukens.nl/">Bruynzeel Keukens</a>. Parent company <a href="https://www.dkggroep.nl/">DKG </a>has radically changed its strategy and since last year has been working with fixed prices. This involves a different way of selling as well as a different remuneration structure. An interview with Caesar Kuipers.

Negotiating the price of your kitchen is still a daily occurrence at many kitchen stores. In the 35 Bruynzeel Keukens stores, too, it was possible for many years to get a substantial discount. With a corresponding reward system for the salesperson. Research among customers showed that they did not like this bargaining at all. They didn't want to get the idea that the neighbor might be cheaper.

New Job and Salary Structure for CaseWare Nederland

CaseWare Nederland

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After a growth spurt, software company <a href="https://www.caseware.com/">CaseWare </a>Netherlands decided to start working agile with the entire organization. That called for a new job and salary house. It took some getting used to for the employees of CaseWare, which develops and implements accounting software. Last year they all started working agile, after the software developers took the lead with the scrum methodology.

Performance Improvement

New Performance Management System at TNO

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The traditional performance review system was time-consuming for TNO’s managers but didn’t always yield valuable results. It was time for a radically new performance management approach, thought HR Innovation Manager Dagmar Beudeker and Senior Labor Law Specialist Eveline Glaser. The result: Empower.

Interview Thijs van Loon and Lianne Hamstra

Innovative Career Model for VodafoneZiggo

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VodafoneZiggo is adopting a dynamic career model that encourages employee growth. Thijs van Loon (VodafoneZiggo) and Lianne Hamstra (Highberg) discuss this groundbreaking approach. “A career model like this has never been implemented on such a large scale.”

Lianne Hamstra

New Job Framework for Topgeschenken.nl

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Online gift shop <a href="https://topgeschenken.nl/">Topgeschenken.n</a>l has grown rapidly in recent years. High time to introduce a job and salary framework. HR Manager Natalia van Schie talks about the collaboration with Highberg.

New Job Framework and Reward Policy for Groendus

New Job Framework and Reward Policy Groendus

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It began a year and a half ago with six separate companies merging into Groendus. Since then, the number of employees has nearly doubled to 130, and both a job framework and a unified reward structure are now in place. HR Director Rosa Rodenhuis shares how this was implemented within one year.

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