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Rondom – Het leven loopt lekkerder
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Main photo: Rondom, top copy
  • Board, management, supervisory board and employee participation
  • Organisation and governance
  • Board
  • Management
  • Broader board and management team
  • Board of ONS Psychologie B.V. and Daadkracht Psychologie B.V.
  • Independent oversight: Supervisory Board
  • Patient and client participation
  • Employee participation: works council
  • Quality and data protection
  • Administrative support
  • Managing together with care

Board, management, supervisory board and employee participation

  • Organisation and governance

    Rondom comprises various healthcare organisations and service provision models that work closely together. The organisation has its roots in healthcare practice and entrepreneurship and has been further developed in recent years in collaboration with passionate and driven people.

    Rondom is not backed by a large investment company. The organisation has grown independently, with a commitment to healthcare and day-to-day practice at its core.

    For us, good governance means that responsibilities are clear, decisions are made with due care, and that the board, supervisory bodies and employee participation each contribute, from their own respective roles, to quality, continuity and social responsibility. As Rondom comprises various healthcare organisations and legal entities, the formal structure of supervision and employee participation is not exactly the same for every organisation.

    Ellen Nuijten and Marly van Gestel are responsible for the administration of Rondom. They work closely with the board and the wider executive and management team on day-to-day management.

  • Board

    As directors, Ellen and Marly are responsible for the strategic direction, continuity, governance and further development of Rondom. Together, they ensure coherence between the various parts of Rondom and the development of the organisation as a whole.


    Ellen Nuijten – Managing Director / Director

    As Managing Director and board member, Ellen has overall responsibility for the general direction, (financial) strategy and governance of Rondom. She translates the organisation’s objectives into strategic and tactical decisions and focuses on continuity, development, growth and the organisation’s social value. In addition, she leads the executive team and senior management and oversees the group-wide staff and support functions, including HR and Quality. She chairs the board and executive meetings and focuses on the further development of leadership and collaboration within the organisation. In doing so, she ensures that the various divisions of Rondom continue to work in harmony and in line with the same mission and vision.


    Ellen

    Marly van Gestel – Director of Operations & Digital / Board Member

    As Operational & Digital Director and board member, Marly is responsible for the operational and digital development of Rondom. She translates the organisation’s objectives into tactical and operational decisions and steers the organisation towards an efficient, scalable and future-proof structure. In addition, she is responsible for processes, data and IT governance, digitalisation and the implementation of innovations. In doing so, she ensures that new working methods and systems are well aligned with day-to-day practice, comply with relevant legislation and regulations, and contribute to the further development and growth of Rondom.

  • Management

    For the day-to-day management of Rondom, the board works closely with the executive management. Within the executive management, each member has their own area of responsibility, with a shared responsibility for ensuring coherence and implementing the organisation’s strategy.


    Bernd Kohlleppel – Financial Director

    Bernd is responsible for the financial strategy, financial management and control within Rondom and also plays a broad role in the organisation’s governance. He translates the organisation’s objectives into financial frameworks and decisions and focuses on financial health, continuity and insight into results and risks. He ensures reliable and transparent financial reporting and coordinates the annual financial reporting and audits by external auditors. In addition, he plays a key role in the financial assessment and guidance of new proposals, investments and acquisitions. In doing so, he ensures that growth, investments and further development can take place in a financially responsible and sustainable manner.


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    Sepp Mortelmans – Director of Care

    Sepp is responsible for the development, quality and coherence of care within Rondom. He translates the organisation’s strategic direction and objectives into the further development of the care provision, whilst bringing together the various care disciplines and professionals within the organisation. In addition, he focuses on quality, innovation and collaboration, and ensures that care remains accessible, professional and future-proof, whilst meeting the needs of clients and society.


    Sepp

    Carl Verheijen – Director of Collective Services

    Carl is responsible for the development and management of collective services within Rondom, including Rondom In Bedrijf and services provided to employers and other organisations. He translates the strategic direction and organisational objectives into concrete services and propositions, and focuses on quality, growth and further professionalisation. In doing so, he works to build strong partnerships with employers and other partners and ensures that collective services meet the needs of organisations as well as Rondom’s broader ambitions.


    Sarah Burghard – Director of Communications

    Sarah is responsible for communication, positioning, brand development and marketing within Rondom and contributes to the organisation’s strategic direction. She translates the strategic direction and organisational objectives into clear and effective communication and oversees, amongst other things, internal and external communication, visibility and audience reach. In doing so, she ensures that Rondom and the various parts of the organisation are presented in a recognisable, clear and consistent manner, both internally and externally, and that marketing and communication contribute to the further development and impact of Rondom.


  • Broader board and management team

    In addition to the board and the executive management, Rondom comprises a broader executive and management team. Drawing on their own expertise and areas of responsibility, they contribute to the day-to-day management, development and further growth of the organisation.


    Gildo Wanders – Director of Product & Innovation

    Gildo is responsible for (healthcare) product development, (healthcare) product innovation and procurement and sales within Rondom. As a member of the executive board, he contributes to the organisation’s strategic direction and continued growth. He links new ideas to practical application and oversees, amongst other things, the procurement and production organisations. In doing so, he ensures that products, processes and partnerships continue to develop in terms of quality, customer value, return on investment and scalability, whilst complying with legislation and regulations.


    Gildo

    Miranda van Mol – Director of Education

    Miranda is responsible for education, knowledge development and the further professionalisation of the learning and development environment within Rondom, and in this role contributes to the organisation’s strategic development. She provides direction for the Rondom Learning Community and links education, knowledge and innovation to the day-to-day practice of our healthcare professionals. In doing so, she focuses on the development and sharing of knowledge, training courses and learning programmes from Rondom to other healthcare professionals in the Netherlands, and on collaboration with education, knowledge and healthcare partners both within and outside Rondom.


    Miranda

    Arno Hermie – Director of Regional Affairs

    Arno is responsible for the development and cohesion of the regions within Rondom and acts as the link between the central organisation and regional practice. He translates the strategic direction and organisational objectives into regional decisions and developments, and focuses on collaboration, growth and effective coordination between the various regions and organisational units. In doing so, he ensures that local opportunities and needs are aligned with Rondom’s broader ambitions and development.


    Arno

    Simone Schepens – Manager of Medically Necessary Foot Care & Pedicure Care

    Simone is responsible for the development, quality and management of medically necessary foot care and pedicure services within Rondom. She leads the team of pedicurists and podiatrists who provide these services and translates the organisation’s strategic direction and objectives into day-to-day practice. In doing so, she focuses on quality, collaboration and the further professionalisation of the service, and ensures that the team continues to develop and that the care provided is well aligned with clients’ needs.


    Simone

    Fabian Rood – Lifestyle, Nutrition & Dietetics Manager

    Fabian is responsible for the development, quality and management of lifestyle, nutrition and dietetics within Rondom. He leads the team of lifestyle coaches and dietitians and translates the organisation’s strategy and objectives into day-to-day practice and the further development of its services. In doing so, he focuses on quality, collaboration and innovation, and ensures that the team continues to develop and effectively supports people in working towards their health in a sustainable way.


    Fabian

    Rogier Wils – Manager of Occupational Therapy & Physiotherapy

    Rogier is responsible for the development, quality and management of occupational therapy and physiotherapy within Rondom. He leads the teams of occupational therapists and physiotherapists and translates the organisation’s strategy and objectives into day-to-day care practice. In doing so, he focuses on quality, collaboration, innovation and the professional development of staff, whilst ensuring strong cohesion between both disciplines and the wider care provision within Rondom.


    Rogier
  • Board of ONS Psychologie B.V. and Daadkracht Psychologie B.V.

    In addition to the (statutory) directors of Rondom, two (statutory) directors are also involved in these private limited companies, both of whom also work as healthcare psychologists.

    Heleen Vos-van Doorn – Director / Statutory Director / Mental Health Psychologist

    Jolanda Vermeulen – Director / Statutory Director / Mental Health Psychologist

    As director and statutory director of Ons Psychologie B.V. and Daadkracht Psychologie B.V., Jolanda and Heleen are responsible for the organisation’s clinical strategy, the quality and safety of care, and compliance with agreements with health insurers and other clients.

    Jolanda

    Drawing on their background and day-to-day work as mental health psychologists, they link their managerial responsibilities directly to clinical practice. She provides guidance on healthcare policy, monitors professional standards and ensures that the organisations operate in accordance with applicable professional standards, legislation and regulations, and contractual agreements.

    In addition, they are responsible for the further development of healthcare practitioners and healthcare organisations. In doing so, they ensure that growth, organisational changes and policy decisions continue to align with what is required for good care, clients and professionals.

    Heleen
  • Independent oversight: Supervisory Board

    In healthcare organisations where internal oversight is formally established, a Supervisory Board independently oversees the management. The Supervisory Board monitors, amongst other things, the quality and safety of care, continuity, financial health, risks, governance and the organisation’s social responsibility. The composition varies from one healthcare organisation to another.

    Rondom Podiatry Centre

    The Supervisory Board of the Rondom Podiatry Centre currently consists of:

    • Arie Jongejan – Chair
    • Sonia Jennings – Member
    • Jaap Waverijn – Member

    Daadkracht Psychologie and OnsPsychologie

    For Daadkracht Psychologie and OnsPsychologie, the internal oversight body is composed as follows:

    • Arie Jongejan – Member
    • Sonia Jennings – Member
    • Titia Hollman – Member
  • Patient and client participation

    For us, the voices of patients and clients are an integral part of good decision-making. That is why we regularly involve people with lived experience in the development of care, services and important decisions. They help us to assess policies and decisions against what people actually need and experience in practice.

    In some healthcare organisations, this participation is also formally organised within a patients’ or clients’ council. These councils represent the perspective of patients and clients and, from an independent position, provide advice on issues that are important to them.

    Patient Council of the Rondom Podiatry Centre

    The patients’ council of the Rondom Podiatry Centre consists of:

    • Irene Halferkamps – Chair
    • Ton Broedersz – Member
    • Jos Ubachs – Member
    • Caroline van Montfoort – Member

    Client Council of Daadkracht Psychology and OnsPsychologie

    The client council for Daadkracht Psychologie and OnsPsychologie consists of:

    • Sarah Fransen – Chair
    • Suzan van Raamsdonk – Member
  • Employee participation: works council

    Employees also have a formal say in the organisation’s development. A works council (OR) is active within Rondom Podotherapeuten. The Works Council represents staff on matters affecting their work and the organisation, and in doing so fulfils its statutory role in terms of providing advice, giving consent and consulting with the director. This Works Council also contributes to broader discussions regarding the development of the organisation as a whole.

    • Nadia Kroese – Chair of the Works Council
    • Loes Donders – Secretary of the Works Council
  • Quality and data protection

    Quality, safety and the careful handling of personal data are organised on a group-wide basis within Rondom. Our quality managers also serve as Data Protection Officers (DPOs) and prevention officers. In these roles, they support the various healthcare organisations in monitoring and improving quality, working in accordance with professional and legal frameworks, and learning from indicators, audits, complaints and incidents.

    We have deliberately chosen to organise the role of Data Protection Officer internally. In the past, we worked with external DPOs. We noticed, however, that, precisely because of the speed at which Rondom is developing and new forms of care, digital applications and processes are emerging, engagement often only materialised after the fact. To ensure effective data protection, we believe it is important that privacy is not only assessed once a development has already taken place, but is an integral part of decisions and developments from the outset.

    Because our Data Protection Officers (DPOs) work closely with the organisation on a daily basis, they spot developments at an early stage, are familiar with day-to-day operations and can quickly contribute ideas and make adjustments where necessary. This enables privacy, data protection and quality to be incorporated much more proactively into the organisation’s development.

    At the same time, their independent position as Data Protection Officer is expressly safeguarded. Just as with their role as prevention officer, being organised internally does not mean that they are subordinate to the judgement of the board or management in that role. As DPO, they independently monitor compliance with data protection legislation and advise the board, management and the organisation on matters including privacy risks, data processing, data sharing, DPIA’s and data breaches. In this way, we combine proximity to day-to-day practice with independent oversight.

    Administrative responsibility for privacy and data protection lies with the board and management.


    Yvonne Luijten – Quality Manager & Data Protection Officer

    Yvonne is involved across the organisation in ensuring and further developing quality within Rondom. In her role as quality manager, she supports teams and care organisations with quality policy, improvement processes and the application of professional and legal frameworks. As a Data Protection Officer, she also fulfils an independent supervisory and advisory role in the field of privacy and the protection of personal data.


    Yvonne

    Marian Evers – Quality Manager & Data Protection Officer

    Marian is involved across the organisation in ensuring and further developing quality within Rondom. In her role as quality manager, she supports teams and care organisations with quality policy, improvement processes and the application of professional and legal frameworks. As a Data Protection Officer, she also fulfils an independent supervisory and advisory role in the field of privacy and the protection of personal data.


    Marian
  • Administrative support

    The formal consultative bodies are supported in their proceedings by an administrative secretary. This role helps to ensure the continuity, rigour and independence of the consultations, including in relation to preparation, setting the agenda, minute-taking and following up on agreements and decisions.


    Martine Hoekstra-Donner – Senior Project Manager & Administrative Secretary

    Martine supports the various formal consultative bodies within Rondom in her role as senior project manager and administrative secretary. She ensures that the meetings are carefully prepared and organised and assists with the recording and follow-up of decisions, without taking over the responsibilities of the board, supervisory bodies, client or patient councils and the works council.

    Martine
  • Managing together with care

    With this structure, we aim to consciously bring together different perspectives: managerial responsibility, independent oversight, professional expertise, quality and data protection, the voice of patients and clients, and the input of staff. It is precisely this combination that helps us to make careful decisions and to further develop Rondom in a way that is consistent with our responsibility as a healthcare organisation.