Partly in this context, the SB has devoted special attention to the following matters in the year under review:
Improving and assuring administrative quality:
a. Continuing Boardroom dynamics sessions with external supervision.
b. Implementing IORP-II requirements according to the Board’s decision-making, including the appointment of key officials and an updated suitability plan.
c. Appointing suitable Board members to upcoming vacancies in a timely fashion.
d. Setting up a medium-term action plan for Board succession planning.
e. Drawing up a lifelong learning plan for the managing board, both individually and collectively.
f. Evaluating the sustainability of the current joint governance model with stakeholders.
Harmonizing DPS’s quality and capacity (manpower and ICT) with PDN’s needs with regard to the administrative organization. Incorporating the outcomes of the 2019 evaluation of DPS in an action plan.
Prioritizing and structuring stakeholder management.
The Board has implemented many recommendations made as a result of the findings for 2018. The approval of the Board’s decision with regard to the Management Report and the Annual Accounts marks the closure of a given supervisory period. This approval is part of the SB’s duties and roles in the context of internal supervision, which means, among other things, that it must assess said reporting for consistency with the SB’s own observations and transparency. Based on its observations, the Supervisory Board has approved the decision made by the Managing Board to adopt the 2019 Management Report and 2019 Annual Accounts.