Taking a risk on talent

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Irene began her career as a lawyer, but after a few years she realised that she gained energy from working collaboratively in a team, closer to the business. At Heineken, a manager recognised her potential and encouraged her to move into HR, a defining moment that shaped her belief in taking risks on talent, a principle she continues to champion today. After nearly two decades at Heineken, Irene joined FrieslandCampina, where she has held several HR leadership roles and now serves as HR Director for Global Supply Chain & R&D.

“Working at FrieslandCampina is meaningful to me. Coming from a family of farmers, I feel naturally connected to the cooperative and its purpose. The collaborative culture, the diversity of the portfolio, the global scope, the different geographic regions, and the company’s mission make the work both dynamic and fulfilling. During work visits, you can see the real-life impact of our purpose and I feel proud to contribute to an organisation that makes a tangible difference in people’s lives. It motivates me to make things better every day,” Irene shares.

Leadership

Within Global Supply Chain, strong leadership is essential as we continue our transformation journey. In addition to functional expertise, we expect leaders to demonstrate clear leadership capabilities and to foster ownership at all levels of the organisation. This means enabling and supporting teams, rather than directing them to improve performance and shopfloor lives. Within FrieslandCampina, we actively support our leaders, with a strong focus on Operational Excellence in Our Way of Working, Performance + and Digital.

This broader perspective opens the door for a more diverse group of future leaders, whose strengths in collaboration, people development, and driving one way of working are increasingly recognised as critical to the transformation. “It reinforces my long‑held belief that organisations become stronger when they dare to invest in potential and take a chance on talent,” Irene shares. “I see great examples within FrieslandCampina of cross‑functional moves in leadership development and succession planning,” she continues.

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Empowering leadership through diversity and inclusion

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What Irene is deeply committed to is advancing Diversity, Equity and Inclusion within the Global Supply Chain organisation. “Diverse teams matter because they broaden perspectives, enrich discussions, bring different strengths to the table and are more successful,” Irene explained.

For Irene, it is essential that everyone has the opportunity to grow as a leader who can make a real difference. "You can have the best strategy in the world, but without the right leadership, we will not be able to reach our longer term goals,” Irene emphasises.

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